UNIT I Design Thinking and Explore.pptx

KONGU ENGINEERING COLLEGE
(AUTONOMOUS)
DEPARTMENT OF COMPUTER SCIENCE AND DESIGN
22CDT21–Design Thinking
P.GOWSIKRAJA M.E., (Ph.D.,)
Assistant Professor
Department of Computer Science and Design
3/6/2024
22CDT21 DT UNIT 1 DESIGN THINKING AND EXPLORE 1

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Preamble and Course Outcomes - DT
Preamble:
Design Thinking is Human-centered problem solving tool which
emphasize on Empathy, Collaboration, Co-creation and Stakeholder
feedback to unlock Creativity and Innovation, which devices feasible
and viable Big Idea/solutions.
COURSE OUTCOMES:
1 Construct design challenge and reframe the design challenge into design
opportunity. Applying (K3)
2 Interview the user, and know the feelings of users to foster deep user
understanding and be able to uncover the deep user insights and needs.
Applying (K3)
3 Develop ideas and prototypes by brainstorming using the ideation tools.
Applying (K3)
4 Organize the user walkthrough experience using ideal user experience
journey. Applying (K3)
5 Develop smart strategies & implementation plan that will deliver/achieve
the idea/solution deduced from earlier phases. Applying (K3)
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UNIT I-Design Thinking and Explore
Design Thinking: Key Principles and Mindset – Five Phases, Methods
and Tools of Design Thinking – User Guide – Foundation Building for
Design Thinking.
Explore: Methods & Tools –STEEP Analysis – Strategic Priorities–
Activity System – Stakeholder Mapping – Opportunity Framing.
UNIT II Empathize
Empathize: Methods & Tools – Field Observation – Deep User
Interview – Empathy Map – User Journey Map - Need Finding – User
Insights - User Persona Development.
UNIT III Experiment
Experiment: Methods & Tools – Ideation – SCAMPER – Analogous
Inspiration – Deconstruct & Reconstruct – User Experience Journey –
Prototyping – Idea Refinement.
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UNIT IV Engage
Engage: Methods & Tools – Storytelling – Art of StoryTelling – Storyboarding – Co-Creation
with Users – Collect Feedback from Users.
UNIT V Evolve
Evolve: Methods & Tools – Concept Synthesis – Strategic Requirements – Evolved Activity
Systems – Activity System Integration – Viability Analysis – Innovation Tools using User
Needs, CAP, 4S – Change Management - Quick Wins.
TEXT BOOK:
Lee Chong Hwa, "Design Thinking The Guidebook", NA Edition, Design Thinking Master
Trainers of Bhutan, NA, 2017. (UNIT 1 to 5). (E-Book)
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REFERENCE BOOK:
1. Jeanne Liedtka and Tim Ogilvie, "Designing for Growth: A Design
Thinking Tool Kit for Managers", NA Edition, Columbia University Press,
NA, 2011.
2.Jeanne Liedtka, Tim Ogilvie, and Rachel Brozenske, "The Designing for
Growth Field Book: A Step-by-Step Project Guide", NA Edition, Columbia
University Press, NA, 2014.
Program Outcomes:
1. Engineering knowledge
2. Problem analysis
3. Design/development of solutions
4. Conduct investigations of complex problems
5. Modern tool usage
6. The engineer and society
7. Environment and sustainability
8. Ethics
9. Individual and team work
10.Communication
11.Project management and finance
12.Lifelong learning
PROGRAM SPECIFIC OUTCOMES
Foundations of Computer Science
Software design and Development
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Mapping of CO, PO and Assessment
Pattern - DT
Mapping of COs with POs and PSOs
COs/POs PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12 PSO1 PSO2
CO1 3 3 3 1 3 2 1 3 1
CO2 3 3 3 1 3 2 1 3 1
CO3 3 3 3 1 3 2 1 3 1
CO4 3 3 3 1 3 2 1 3 1
CO5 3 3 3 1 3 3 1 3 1
1 – Slight, 2 – Moderate, 3 – Substantial, BT- Bloom’s Taxonomy
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Continuous Assessment Pattern for Design
Thinking Subject
♣ CAT -1,2,3
– Activity Based, Project Based, Prototype Based,
Templates Preparations, Team Work, Idea Generation,
Concept Development, Time Based, Problem Solving
♣ Tutorial – 1 to 15
– ODD tutorials are Activity Based
– EVEN tutorials are MCQ Based
♣ End Semester Exam (ESE)- 100 MARKS
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CA TEST, ESE, TUTORIALS & SEMESTER EVALUATION
ASSESSMENT PATTERN
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Textbook link: https://www.rcsc.gov.bt/wp-
content/uploads/2017/07/dt-guide-book-master-copy.pdf
Reference Book link:
https://drive.google.com/drive/folders/1_YWj49GqJEG0j_d
ueesHnLhyIfe38acB
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UNIT I Design Thinking and Explore
22CDT21 – Design Thinking
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1.1 Design Thinking: Key Principles and Mindset
1.2 Five Phases, Methods and Tools of Design Thinking
1.3 User Guide- Foundation Building for Design Thinking.
1.4 Explore: Methods & Tools
1.5 STEEP Analysis
1.6 Strategic Priorities
1.7 Activity System
1.8 Stakeholder Mapping
1.9 Opportunity Framing.
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1.1 Design Thinking:-
♣ Design Thinking is Human-centered problem solving tool which emphasize(refers) on
Empathy (the ability to take on another's perspective), Collaboration, Co Creation
and Stakeholder feedback to unlock Creativity and Innovation, which devises feasible
and viable Big Idea/solutions.
♣ The key to the process is empathizing with the users (citizen) to uncover unmet
needs by understanding their beliefs, values, motivations, behaviors, pains, gains and
challenges and to provide innovative solution concepts.
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Need and importance of Design Thinking
♠It can help us systematically extract, teach, learn and apply these human-centered techniques
to solve problems in a creative and innovative way.
♠For user needs of their designs, businesses, countries and lives.
♠Design thinking is not an exclusive property of designers. Many product owners, artists,
scientists, and business strategists have been using this method for an era to come up with
solutions.
♠But to find a solution, one needs to have some solid problems.
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♣ Professionals found a lot of loopholes in the traditional waterfall methods of
problem-solving.
♣ Design thinking came to be big corporations cannot be creative and in extreme
cases, aren’t able to create new products and services that meet the unmet needs
of their customers.
♣ Design Thinking the world’s leading brands, such as Apple, Google and
Samsung, rapidly adopted DT approach, and leading universities around the world
teach the related methodology including Stanford, Harvard, Imperial College
London and the Srishti Institute in India.
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Design Thinking Institute at Stanford University
♣ The Hasso Plattner Institute of Design at Stanford,
commonly known as the d.school, is a design
thinking institute based at Stanford University.
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Design Thinking - Points
♣ It is important to note that the five phases, stages, or modes are not
always sequential.
♣ They do not have to follow any specific order and can often occur in
parallel and repeat iteratively.
♣ Given that, you should not understand the phases as a
hierarchical or step-by-step process.
♣ Instead, you should look at it as an overview of the modes or
phases that contribute to an innovative project, rather than
sequential steps.
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The Problem with Ingrained Patterns of Thinking
♣Humans naturally develop patterns of thinking modelled on repetitive activities and
commonly accessed knowledge.
♣These patterns of thinking are often referred to as schemas, which are organized sets of
information: relationships between things, actions
– thoughts that are stimulated and initiated in the human mind
♣For example, we have a schema for dogs which encompasses the presence of four legs, fur,
sharp teeth, a tail, paws, and a number of other perceptible characteristics.
♣Ingrained patterns are the essence of who we are; they make up our life view and evolve to
become the lens through which all new information is processed.
♣Since the human brain is programmed by interacting with others, each individual is incredibly
unique. The early input is critical as it sets the trajectory for the rest of our life.
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Existing Process Flow - Types
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22CDT21 DT UNIT 1 DESIGN THINKING AND EXPLORE 3/6/2024 27

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Existing Process Flow - Types
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Thinking outside of the box
♣ Innovative problem solving is also known as
“thinking outside of the box”.
♣ Thinking outside of the box can be a real challenge
as we naturally develop patterns of thinking that
are modeled on the repetitive activities and
commonly accessed knowledge we surround
ourselves with.
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Read the Problem and Give your
Solution
♣ Some years ago, an incident occurred where a truck driver tried to pass under a
low bridge. But he failed, and the truck was lodged firmly under the bridge. The
driver was unable to continue driving through or reverse out.
♣ The story goes that as the truck became stuck, it caused massive traffic problems
which resulted in emergency personnel, engineers, fire fighters and truck drivers
gathering to devise and negotiate various solutions for dislodging the trapped
vehicle.
♣ Emergency workers were debating whether to dismantle parts of the truck or chip
away at parts of the bridge. Each spoke of a solution which fitted within his or her
respective level of expertise.
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One of the fine thinking by a small boy
♣ A boy walking by and witnessing the intense debate looked
at the truck, at the bridge, then looked at the road and said
nonchalantly, "Why not just let the air out of the tires?"
to the absolute amazement of all the specialists and experts
trying to unpick the problem.
♣ When the solution was tested, the truck was able to
drive free with ease, having suffered only the damage
caused by its initial attempt to pass underneath the bridge.
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Design Thinking Process
♠There are many variants of the Design Thinking process in use today, and they have from three
to seven phases, stages, or modes.
♠Nobel Prize laureate Herbert Simon in The Sciences of the Artificial book in 1969.
♠ The five-phase model proposed by the Hasso-Plattner Institute of Design at Stanford, which is
also known as d.school.
♠ The d.school’s approach forefront of applying and teaching Design Thinking.
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Design Thinking human-centered problem-solving approach is based
on a few easy-to-understand principles
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Storytelling
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Apply your
divergent
thinking
ability for
this story
with moral

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1.5 STEEP Analysis
1.7 Activity System
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5 phases of Design Thinking, according to
d.school
♣ Empathize
– with your users
♣ Define
– your users’ needs, their problem, and your insights
♣ Ideate
– by challenging assumptions and creating ideas for innovative solutions
♣ Prototype
– to start creating solutions
♣ Test
– solutions
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5 phases of Design Thinking Based on
Lee Chong Hwa ( 1st Text Book) DTMT of Bhutan
♣Explore
♣ Reframe opportunities
♣Empathise
♣ Rediscover your user deep needs
♣Experiment
♣ Refresh your solutions & innovative Ideas
♣Engage
♣ Reaffirm your user needs
♣Evolve
♣ Review your activities and strategies
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4 Phases / 4 ?’s of Design Thinking Based on
Jeanne Liedtka et al. (2nd Text Book)
♣What is? - explores current reality
♣What if? - envisions a new future
♣What wows? – makes some choices
♣What works? - takes us into the marketplace
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What is?
♣In this phase, teams exploit the knowledge existing in the organisation across the value chain.
♣It’s about getting buried in the current ways of doing things to surface the known problems.
♣It requires empathising with individuals involved and getting clear on their issues without judgement.
♣To develop a sense of empathy or user centric view of the problem.
♣Sankey diagrams can be a useful tool in this phase.
♣This stage enables one to answer the scope of the problem often from deep ethnographic perspective.
♣ that is, the team of design thinkers actually go and live with the users whose problems they are trying
to solve and live within the situations to study them.
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Sankey Diagram
❖ Sankey diagrams are a type of flow diagram in which the width of
the arrows is proportional to the flow rate.
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What if ?
♠The aim of this stage is to come up with as many ideas as possible.
♠100 ideas is OK. Anything is constructive.
♠Generate plenty of ideas and then narrow down to a few ideas.
♠No wrongs answers, giving voice to everybody.
♠Wild dreams, humble incremental improvements, it’s all good.
♠During this stage, it’s vital to remove the power dynamics.
♠Teams riff using Post-its to get ideas up on the wall, bubble maps, groupings.
♠Again, all areas of the business are represented. This is about working and learning as a system.
♠This avoids analysts coming up with solutions in a silo.
♠This phase generates insight.
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What wows?
♣ Now we’re narrowing down ideas into the potentially viable ones – ideas to wow.
♣ Here the team build prototypes.
♣ These could be slide decks, clay models, Lego structures, digital mock-ups.
♣ The team quickly gets these prototypes in front of customers to test them out.
♣ Here it’s about failing fast and getting the organisational learning that comes from failure.
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What Works?
♣This is point where we ask:
♣Can we make money out of us?
♣Which of these things would work based on
the constraints in the business?
♣If it won’t work now, when might it work?
♣If a team has found something that they think
works, now is the time to engage in multi-stage
planning.
♣Experimenting, testing and implementing.
♣Get feedback from stakeholders.
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Design Process - Mapping from 4 questions to 5
phases
♣ The four questions are answered by following the five steps of design thinking
phases(d.school).
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1.5 STEEP Analysis
1.7 Activity System
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♣ Design thinking draws on logic, imagination, intuition and systemic reasoning
♣explore the possibilities and create desired outcomes that benefit the end user (the customer)
♣ A design thinking mindset is not problem-focused. it’s solution-focused and action-oriented
♣ It involves both analysis and imagination, It helps the innovator to gain greater clarity, viable,
feasible and desirable ideas. It is an approach for Creative Problem Solving
♣ Design Thinking is not a perfectly linear process, and each project invariably has its own contours
and character.
♣ three main modules: Inspiration, Ideation, and Implementation
♣ which includes 5 phases. When you move through the 5 phases, you will move from divergent
thinking (create choices) to convergent thinking (make choices).
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♠ It will build deep empathy with the communities (user/citizen) and individuals you are
designing, to turn what you have learned into a chance to design a new solution and co-create
and test your ideas before finally putting them out into the world.
♠ It follows specific phase/ a Method & Tool individually at your workplace to solve a problem.
♠ Though no two Design Thinking projects are alike, you can use the same Methods and Tools for
each of the phases for every project.
♠ Example, to maintain creativity and energy, you work in teams, to build deep empathy
with the people you conduct interviews, to keep your ideas visual, practical and relevant, you
make tangible prototypes and since you rarely get it right the first time, you share what you have
made and iterate based on the feedback you get through co-creation.
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Design Thinking Project – User Guide
• To maintain creativity and energy you work in teams
• To build deep empathy with the people you conduct interviews
• To keep your ideas visual, practical and relevant, you make tangible
prototypes
• If you rarely get it right the first time, you share what you have made
and iterate based on the feedback you get through co-creation.
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Scoping of design challenge
♣When you want to work on real project using Design Thinking, begin the
process with a specific and purposeful situation or problem to solve called
Design Challenge.
♣The Design Challenge should be doable, clear, actionable and hopefully inspiring.
Your problem statement should be an outcome and not a solution.
♣You can use SCOPES as a tool to brainstorm and frame your problem.
1.3 Foundation Building for Design Thinking

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Activity1: Brainstorm and build a foundation for idea/project generation
using scope challenge method. Construct ATM machine with cardless,
beneficiary can use at any place and anytime using SCOPE tool.
METRIC FEATURE1 2 3 4 5
SITUATION
CONSTRAINTS
OBJECTIVE
AND
OUUTCOME
PEOPLE
ESTIMATE
SCOPE

Empathy
♣Design starts with empathy, establishing a deep understanding of
those we are designing for.
♣It involves developing an understanding of both their emotional and
their “rational” needs and wants.
♣To be a customer –centric and know your customer.
♣Great designs inspire —they grab us at an emotional level.
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Sympathy and Empathy
♣ What's the difference between sympathy and
empathy? At the most basic level,
♣ sympathy is feeling sorry for someone,
while
♣ empathy is understanding their pain.
♣ These words are related, but they are not
synonyms.
♣ Empathy is stronger than sympathy.
♣ Sympathy is a feeling you share with
another person.
♣ Empathy is the ability to understand the
emotions of another person.
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Choose the Correct Word - Sympathy / Empathy
1. I have _____________ for our new classmate because I know what it feels like to
change schools mid-year.
2. I don’t understand what Susie is going through, but I certainly have ____________
for her situation.
3. The owner of our company just isn’t able to have ____________ for those of us
trying to pay bills in a minimum wage job.
4. I don’t have any ____________ for her. She knew exactly what she was doing when
she cheated on her exam.
5. We mailed a ____________ card to my teacher after learning that her father passed
away.
Empathy
Sympathy
empathy
sympathy
sympathy
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1.5 STEEP Analysis
1.7 Activity System
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The explore phase focuses on reframing the design challenge topic into design
opportunity from multiple perspectives.
1. Synthesis the STEEP trends analysis to gain insights on the implications and context of
your design challenge.
2. Foster multiple perspectives to explore your design challenge.
3. Map the organization’s activity system/ecosystem as the foundation model to leverage
for your new idea delivery.
4. Map key stakeholders to appreciate the key people who determine the success of your
design challenge
5. Frame project (design challenge) into design opportunity
6. Identify, select and invite your target stakeholders for the interview
7. Plan your design challenge project management.

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1.5 STEEP Analysis
1.7 Activity System
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STEEP analysis to determine the impacts of macro environmental trend related to the design
challenge to understand what possible (possible innovative ideas).
What is STEEP Analysis?
STEEP Analysis is a tool to explore and determine the impact of macro-environmental trends in the
context of the project topic (design challenge) as you should not limit your thinking just to the
people you are designing for. You may need to consider governments, international partner
and other stakeholders.
STEEP Analysis is used:
• To understand the future opportunities and challenges.
• To keep an eye on the future while focusing on the possibilities of the current as new services,
processes, administration and public policies may have to be developed in response to these trends.
• To cultivate thinking which leads to future implications of the present changes?
1.5 STEEP Analysis

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How to conduct STEEP Analysis?

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Templates to be used for the conduct of STEEP analysis

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22CDT21 DT UNIT 1 DESIGN THINKING AND EXPLORE

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CONSTRUCT THE STEEP ANALYSIS FOR THE PROBLEM STATEMENT DETAILS
Smart and Effective realtime Management of street parking
Organization
Ministry of Housing and Urban
Affairs
Category Software
Domain Bucket Smart Automation
ln lndia, the number of vehicles is constanfly on the rise, while the availability of parking space in
cities has not kept pace with the increasing vehicle numbers, primarily due to the rapid groMh in
population. Consequenfly, issues such as traffic congestion, narrowed streets due to on-street
parking, a mismatch between parking supply and demand, and illegal parking have become all too
familiar in lndian cities.

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Parking space has become a scarce commodity, and instead of simply increasing the number of
available parking spaces, it is crucial to employ effective technology-based solutions to optimize their
utilization. Smart parking solutions, utilizing sensors and software, can provade realtime information
on available parking spaces to both city officials and drivers. Furthermore, leveraging emerging
technologies can help optimize parking prices.
A low parking price may encourage more vehicles on the road, leading to increased air and noise
pollution, whereas too high prices may generate less revenue and less efectuve resource usage.Apart
from the loss of revenue for operators, there is economic downside to the business in vicinity, effect
on government taxes, employment. At the same parking space area and costs also have a corelation
to balance optimum usage and revenue.

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Therefore, setting the right price for parking based on demand and optimizing occupancy is the best
approach. The primary objective of the solution should be to equip city administrators with an effective
parking management tool that can predict, manage, and finance parking in cities. An app should be
developed to allow citizens to conveniently reserve pce king spots and make payments based on
dynamic pricing This not only saves citizens' time spent searching the parking but also reduces
environmental degradation resulting from congestion caused by parking and provides a sustainable
source of revenue for the city administration. We need an innovative, simple and widely coveraged
parking needs in the city and also become most compliant for Traffic and mobility needs.
For the above problem statement construct the steep analysis and do the following:
1. Steep trend analysis(List down the trends under each category and label them as opp/. and
Challenge).
2. Steep analysis matrix(sort the trends based on its impact and (un)certainty of its
occurrence).
3. Steep analysis prioritization(Filter few trends).

1.5 STEEP Analysis
1.7 Activity System
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A Strategic Priorities Matrix is used to explore from multiple perspectives to gain insights and
deep understanding of the design challenge.
What is Strategic Priorities?
Strategic Priorities Matrix is a tool with which you will look through multiple perspectives to better
understand the context and the real issues with your design challenge and help you synthesis
and formulate a point of view or theory to explain your design challenge problem.
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How to use the Strategic Priorities
1. Revisit the filtered STEEP trends and look for patterns, links, relationships, cause and effects
and correlation among the research findings leading to new insights and fresh perspectives of
your design challenge.
2. Understand the reality that focuses on the relationships amongst the parts of the system and
the dynamics those relationships produce.
3. List what challenges need immediate attention going forward for your design challenge and
why?
4. Identify which trends are more important than others
5. Synthesize the trends and trategic priorities based on importance of the relationships amoung
the trends, opportunities and challenges that demand immediate attention for key
stakeholders
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STRATEGIC PRIORITY
MATRIX
From the STEEP Analysis
Matrix prioritization
Template, filter and the
trends using this template
Templates for conducting Strategic Priorities.
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Assessment Questions Synthesis: Sense Making
What relationships among the trends do you perceive?
How are they related?
Why are these relationship important?
What opportunities and/or challenges need immediate
attention going forward for your design challenge? And
why?
What it would it take to create positive change on this
issue relating to your design challenge?
Who else would be interested in this issue?
Why should they care?
What conversations would you have with them?
SYNTHESIS: MAKING SENSE OF STEEP ANALYSIS &
STRATEGIC PRIORITIES TEMPLATE
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1.5 STEEP Analysis
1.7 Activity System
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1.7 Activity System
♣ The activity system is used to gain insights on the organization’s strengths, weaknesses,
advantages and gaps to explore fresh opportunities and possibilities.
♣ It is used to establish foundation for leveraging and evolving the strategic ‘ecosystem’ or a model
in the Design Thinking Phase 5: Evolve.
What is Activity System?
♣ Activity system is a visual representation of how the organization creates value, satisfies its
users and builds competitive advantages.
♣ It also identifies gaps in achieving the objectives (providing service) and possible duplication of
jobs.
♣ A powerful organizational model is one with a unique activity system that has mutually
reinforcing activities which is difficult to replicate. 99

How to define the activity system?
Step 1 • Identify the vision, mission, goals and objectives of the
organization
Step 2 • List all current activities carried out in relation to the design
challenge and identify the key strategies (Strategic Hub)
Step 3 • List all the support activities for each strategy (Strategic Hub)
Step 4 • Determine the relationships between the strategic hubs
Step 5 • Determine the relationships between supporting activities and the
strategic hubs
Step 6 • Organize/distill the inputs and map the activity system
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Templates to map activities:
1. Mapping organization activity system
2. Key components of activity system
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ACTIVITY SYSTEM MAPPING TEMPLATE

1.5 STEEP Analysis
1.7 Activity System
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Stakeholder Map can be used to help you visually summarise and communicate the
relationships between various stakeholders when working on a design challenge or any issue
that require to understand various players involved.
What is Stakeholder Mapping?
♣ It is a process to identify the key people, group and organization that have direct
influence on the design challenge and understand the key stakeholders so as to better
engage them.
♣ It draws the relationship between the stakeholders and shows the importance of the
stakeholder(s) as it plays a key role in influencing the development and outcome of the
design challenge. 103

How to conduct the stakeholders mapping?
Step1: identify relevant groups, organizations and people within and outside the organization.
agency who has interest/influence on the design challenge.
Step2: Plot the stakeholders on the matrix based degree of interest and influence through
understanding their perspectives and unique interests on the design challenge.
Step3: Cluster the stakeholders based on Central Agency, People, Local Government.
Step4: Analyse and identify the link and relationship among these key stakeholders.
Step5: Develop strategies to engage these key stakeholders: Design actionable strategies to
garner the support of key stakeholder relevant to the issue (design challenge topic).
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Templates to conduct Stakeholder Mapping
♣ STAKEHOLDER MAPPING MATRIX
♣ STAKEHOLDER LINKS & RELATIONSHIP MAPPING TEMPLATE
♣ STAKEHOLDER PRIORITY MAPPING MATRIX
♣ STAKEHOLDER ANALYSIS & ENGAGEMENT STRATEGY TEMPLATE
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♣ STAKEHOLDER MAPPING MATRIX
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♣ STAKEHOLDER LINKS & RELATIONSHIP MAPPING TEMPLATE
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♣ STAKEHOLDER PRIORITY MAPPING MATRIX
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♣ STAKEHOLDER ANALYSIS & ENGAGEMENT STRATEGY TEMPLATE
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Key
stakeholders
Relationships Stakeholders Interest(s)
in the design challenge
Impact Assessment Strategies to gain support
or reduce obstacles

1.5 STEEP Analysis
1.7 Activity System
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1.9 OPPORTUNITY FRAMING
Opportunity Framing is carried out after you know and understand the ‘Future
Trend’, ‘Organization’ and the ‘user’ (stakeholder) to relook into the design
challenge and reframe into opportunity.
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What is Opportunity Framing?
Opportunity Framing prepares you to better define the design challenge, ensuring all
relevant notes have been considered before reframing the design challenge and
transform the design challenge into design opportunity with many possibilities (It
is not only about thinking out of the box but it is about the expansion of the box).
“How might we <verb> a <desired end state/outcome/issues for <user>?
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How to do Opportunity Framing?
Step 1 • Revisit the initial design challenge (issue/statement), the STEEP analysis, strategic
priorities, activity system and stakeholder mapping
Step 2 • Look at the design challenge from various perspective i.e. the Future Lens (STEEP
analysis and strategic priorities), Organizational Lens (current activity system) and User Lens
(stakeholder mapping)
Step 3 • Use project brief and opportunity framing assessment questions as a guide.
Step 4 • Discuss and answer the questions in the project brief scoping template. (1)
challenge definition, (2) opportunity framing
Step 5 • Come up with 3 to 4 alternative “How might we...?” from opportunity/possibility
statements and narrow it down to one
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The fundamentals of Opportunity Framing are:
1. From the industry focus to user focus (Public Sector Agency to Citizen or End
Users)
2. From single idea to system
3. From symptoms to root cause (What are the real issues, pain points, underlying
deep needs)
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Templates to be used for the Opportunity Framing
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1.5 STEEP Analysis
1.7 Activity System
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Unit II Empathize
1. Empathize:
1.Methods & Tools
2. Field Observation
1.Deep User Interview
2.Empathy Map
3.User Journey Map
3. Need Finding
1.User Insights
4. User Persona Development.
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UNIT I Design Thinking and Explore.pptx

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UNIT I Design Thinking and Explore.pptx