Design Thinking?

Design Thinking?Introduction to a methodology and mindset

Nov 6th, Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej

W A R S Z A W APolitechnika Warszawska

2

Solving wrong problems precisely

“How can we maximize the number of child patientscans per day while reducing the cost of anesthetizing?”

Image Credit: By ISAF Headquarters Public Affairs Office (originally posted to Flickr as 100410-F-7713A-002) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons; https://commons.wikimedia.org/wiki/File%3APreoxygenation_before_anesthetic_induction.jpg

http://creativecommons.org/licenses/by/2.0)%5D




https://commons.wikimedia.org/wiki/File%3APreoxygenation_before_anesthetic_induction.jpg


2

Solving wrong problems precisely

“How can we maximize the number of child patientscans per day while reducing the cost of anesthetizing?”

BEST PRACTICE

General anesthesia should be preferred

in preterm or small children as safety

and success are predictable.

For optimal performance trained,

experienced and certified personnel,

appropriate drugs for the individual patient

risk profile and sufficient monitoring

equipment are essential.

Anesthesia or sedation for MRI in

children. (2010), Schulte-Uentrop L1,

Goepfert MS.

Image Credit: By ISAF Headquarters Public Affairs Office (originally posted to Flickr as 100410-F-7713A-002) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons; https://commons.wikimedia.org/wiki/File%3APreoxygenation_before_anesthetic_induction.jpg

http://www.ncbi.nlm.nih.gov/pubmed/?term=Schulte-Uentrop%20L%5BAuthor%5D&cauthor=true&cauthor_uid=20531170


















http://www.ncbi.nlm.nih.gov/pubmed/?term=Goepfert%20MS%5BAuthor%5D&cauthor=true&cauthor_uid=20531170





















Boundaries and scope of a problem?

3

PROBLEM SPACE


3

PROBLEM SPACE


3

PROBLEM SPACE


3

PROBLEM SPACE

4Image Credit: © 2011 General Electric Company (http://www.gehealthcare.com/promo/advseries/adventure_series.html)

Seeing the world through new eyes

http://www.gehealthcare.com/promo/advseries/adventure_series.html


5

Design as … Example

Problem Framing Design redefines the challenges facing the organization.

Umpqua BankApple iPod/iPhone/iTunes-EcosystemDesigningOutCrime SydneyNintendo WiiSAP HANAGodrej chotuKool

Problem Solving Design finds new opportunitiesby solving existing problems.

The TranstrapKickstart Irrigation PumpsPangea Organics PackagingDigital Rights ManagementOXO Good GripsAquaduct Tricycle

Form, Feature & Function Design makes things work better than they did before.

Gillette Mach 3 RazorNokia Mobile PhonesAcer ComputersHewlett Packard DevicesiPod + Wheel

StyleDesign is the avenueto being hip and cool.

TargetMicrosoft ZuneApple Product IdentityMedia Markt Private Labels

No Conscious DesignDesign has no perceivedvalue for the organization.

German Elster Tax Declaration SoftwareTV Remote Controls

Design Maturity Stages: Adapted from Steve Sato (former HP), Rosa Wu and Jess McMullin (Ambidextrous Magazin 2006-2)

http://satopartners.com/steve-sata-bio/


http://ambidextrousmag.org/issues/02/pdf/pages33-35.pdf


5

















5

















5

















5

















5













Competitive Advantage

Decades

Years

Quarters

Months

z





Expertise Empathy Explore ExecuteRe-Frame

SOLUTION SPACE EXPLORATION

OBSERVE IDEATE PROTOTYPE TESTPOINT OF VIEW

UNDERSTAND

Talk to ExpertsResearch

Experience

ImmerseObserveEngage

ShareSynthesize

Point of View

BrainstormVisualizePrototype

InsightBig Idea

Sticky Takeaway

PROBLEM SPACE EXPLORATION

The ‘process’

7


UNDERSTANDUNDERSTAND OBSERVE

8Image Credit: © MIT AgeLab, Age Gain Now Empathy System; Photos by Nathan Fried-Lipski

Experience what your user might experience …

Immerse. Observe. Engage.

9Image Credit: © IDEO 2009, www.ideo.com



http://interactiondesign.se/meng/works_hobb/probe-card.jpg


10Image Credit: © IDEO 2009, www.ideo.com





11

Be a fly on the wall: The art of unobtrusive research …


Image Credit: © Klara Lindner for Mobisol GmbH Berlin

http://www.flickr.com/people/56248761@N03/


http://www.plugintheworld.com


12Image Credit: © Klara Lindner for Mobisol GmbH Berlin

ARTIFACTS

DOING (behavior)

SEEING

THINKING (framing)

WHERE

WHEN

HEARING

INTERACTIONS(services)

MESSAGES






ARTIFACTS

DOING (behavior)

SEEING

THINKING (framing)

WHERE

WHEN

HEARING


Religion: Christian

MESSAGES






ARTIFACTS

DOING (behavior)

SEEING

THINKING (framing)

WHERE

WHEN

HEARING


Religion: Christian

Workaround:Beer Cover

MESSAGES






ARTIFACTS

DOING (behavior)

SEEING

THINKING (framing)

WHERE

WHEN

HEARING


Religion: Christian

Workaround:Beer Cover

Potential »Distribution Partner«

MESSAGES





13

Enlightening conversations …


14

Enlightening conversations …


Image Credit: © Klara Lindner for Mobisol GmbH Berlin





Methods triangulation

15

THE RIGHTBALANCE?

What people experience.TRY: Immersion

Participatory Design

What people do.LOOK: Observations

Ethnography

What people say they do.ASK: Engagement

Contextual Interviewing

MARKET RESEARCH INSIGHTS RESEARCH

“Can you prove that?” “No, not yet, but I can inspire you.”

16Image Credit: after Polaine, A., Løvlie, L., & Reason, B. (2013). Service design: from insight to implementation. (1st ed.). Rosenfeld Media.; Lightbulb Icon → Idea designed by Björn Andersson from The Noun Project

100 People

10 Truths

10 People

100 Insights

17


UNDERSTAND POINT OF VIEW

19

Space serves as an important facilitator for design synthesis

War rooms

20

Perspective 1 Perspective 2 Perspective 3

Capture structured data

Investment

Compatibility /Influence

Time Horizon

Provider of Services

Investment


Time Horizon

Group of Stakeholders

Investment


Time Horizon

Supplier

Investment


Time Horizon

Public Institution Actor

21

Perspective 4 Perspective 5

Distill and explore it from a meta perspective

Personas Affinity DiagrammingCause-and-Effect- /

Flow Models

Journey Mapping Stakeholder Maps Storyboards

Physical Walk-Throughs Service Blueprints etc. ... 22

A random selection of examples

Building »models of reality«

23

Making sense out of a »mess of data«

24Image Credit: © 2011 General Electric Company (http://www.gehealthcare.com/promo/advseries/adventure_series.html)

User: Kids with cancer.Need: Play and have fun. Feel like a normal child.Insight: Kids participate in everything once they perceive it as an adventure.

“How might we turn MRI scans for children(fearing »medical treatment«) into an adventure?”



25Image Credit: © Embrace (www.embraceglobal.org)

User: Young moms in poor rural areas in developing countries.Need: Always carry baby close to body equals being a good mother.Insight: Low cultural acceptance in many countries to »leave babies alone« (e.g. in incubators).

“How might we create an non-electrical infant incubator that keeps babies close to mother’s body?”

http://www.embraceglobal.org

http://www.embraceglobal.org

26


UNDERSTAND IDEATE

27

“How might we design a solar charging systemthat reduces risk and perceived risk theft?”

27

28Image Credit: Jan Schmiedgen (www.schmiedgen.eu)

What do users really expect?

Idea Generation

http://www.schmiedgen.eu

http://www.schmiedgen.eu

31


UNDERSTAND PROTOTYPE

Prototype fidelity and representations

32

Looks like

Works like

Interacts like

Product Service/Experience Space Story

Source: © d.School Stanford

Prototype fidelity and representations

32

Looks like

Works like

Interacts like

Product Service/Experience Space Story

Source: © d.School Stanford

33

Google Glass’ Lo-fi Prototyping

Source: Tom Chi (Google X) @ TED (http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/)

http://blog.ted.com/2013/02/01/google-glass-prototyped-using-binder-clips-and-clay/


33



#1Experience: Augmentation



33


1 DAY


#1Experience: Augmentation



33


1 DAY


#2Options Exploring: Gesture Control#1Experience: Augmentation



33


1 DAY



45 MIN



33


1 DAY


#3Try & Iterate: Shape, Size, Weight


45 MIN



½ HOUR

33


1 DAY


#3Try & Iterate: Shape, Size, Weight


45 MIN



Google Glass’ Hi-fi Prototyping

34Source: http://www.digitaltrends.com/wp-content/uploads/2013/05/Early-Google-Glass-prototypes.png

http://www.digitaltrends.com/wp-content/uploads/2013/05/Early-Google-Glass-prototypes.png

http://www.digitaltrends.com/wp-content/uploads/2013/05/Early-Google-Glass-prototypes.png

35

OBSERVE IDEATE PROTOTYPEPOINT OF VIEW

UNDERSTAND TEST

36Image Credit: Service Design Berlin (Martin Jordan)


UNDERSTAND

Going broad to go narrow

“solving” “solving”“seeking”“seeking”

PROBLEM SPACE EXPLORATION SOLUTION SPACE EXPLORATION

Initial understanding

of problem

increasing complexity increasing certainty

Problem definition:

“reframing”


UNDERSTAND “solving” “solving”“seeking”“seeking”

PROBLEM SPACE EXPLORATION SOLUTION SPACE EXPLORATION

Initial understanding

of problem

increasing complexity increasing certainty

Problem definition:

“reframing”

No need to fear the »model mayhem«

EMPATHIZE IDEATE

PROTOTYPE

TEST

DEFINE

Convergence-Divergence ID.IIT: Analysis-Synthesis Engine Service Design (UK) »Design Chaos«

Spirit of Creation (UK) St. Gallen d.school Potsdam IDEO (Educators Toolkit)

d.school Stanford Beckman & Barry Bill Moggridge Stanford’s d.Modes

Jeanne Liedtka and Tim Ogilvie Stanford’s Necktie Flare ID.IIT: Vijay Kumar

39

!

Diamond 1: Direction setting Diamond 2: Service design Diamond 3: Service productionCreate SelectInitiateInitiate Create Select Define Define Sustain

Vision Document

Service Blueprint

Create SelectInitiate Define

Assimilating Converging

Diverging Accommodating

ActiveExperimentation

AbstractConceptualization

ConcreteExperience

ReflectiveObservation

Imperatives

Problem Finding Solution Finding

Problem Selecting

Solution Selecting

SolutionsObservations

Frameworks

etc.

No need to fear the »model mayhem«

ABSTRACT

CO

NC

RETE

DISCOVERY INTERPRETATION IDEATION EXPERIMENTATION EVOLUTION

It’s pretty ‘simple’: It’s an ongoing parallel analysis and synthesis

40

Analysis (Think)

Concrete: Real World

Abstract: Modeled World

Synthesis (Make)

Analysis-Synthesis Model

Existing – Implicit(Current)

Preferred – Explicit(Future)

Frameworks Imperatives


Problem Space Solution Space


40

Analysis (Think)



Synthesis (Make)Problem Finding








40

Analysis (Think)



Synthesis (Make)

Problem Selecting

Problem Finding








40

Analysis (Think)



Synthesis (Make)

Problem Selecting

Solution Finding

Problem Finding








40

Analysis (Think)



Synthesis (Make)

Problem Selecting

Solution Finding

Problem Finding

Solution Selecting







41Analysis-Synthesis Model, https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg by Ermalfaro (Own work) [CC BY-SA 4.0 (http://creativecommons.org/licenses/by-sa/4.0)], via Wikimedia Commons; © General Electric - GE Healthcare

Analysis (Think)



Synthesis (Make)

What »is«

Model of what »is«

Model of what

»could be«

What »could be«

dist

illed

to

suggest

manifest as

OBS

ERVA

TIO

NS

PRINCIPLES

PLANS

TESTS


https://commons.wikimedia.org/wiki/File%3APretend-city-grocery-store.jpg


http://creativecommons.org/licenses/by-sa/4.0)%5D



Analysis (Think)



Synthesis (Make)

What »is«


Model of what

»could be«

What »could be«

dist

illed

to

suggest

manifest as

OBS

ERVA

TIO

NS

PRINCIPLES

PLANS

TESTS







Analysis (Think)



Synthesis (Make)

What »is«


Model of what

»could be«

What »could be«

dist

illed

to

suggest

manifest as

OBS

ERVA

TIO

NS

PRINCIPLES

PLANS

TESTS







Analysis (Think)



Synthesis (Make)

What »is«


Model of what

»could be«

What »could be«

dist

illed

to

suggest

manifest as

OBS

ERVA

TIO

NS

PRINCIPLES

PLANS

TESTS







Analysis (Think)



Synthesis (Make)

What »is«


Model of what

»could be«

What »could be«

dist

illed

to

suggest

manifest as

OBS

ERVA

TIO

NS

PRINCIPLES

PLANS

TESTS






Balancing out ‘reliability bias’ and ‘decision attitude’

42

Business People Designer

100% Reliability 100% Validity

Reliability vs. Validitya fundamental predilection gap

50/50 Mix

Martin, R. L. (2009). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.

Studies, Market research,’Past Experiences said ...

This interesting extreme Case tells Us …

Balancing out ‘reliability bias’ and ‘decision attitude’

42

Business People Designer

100% Reliability 100% Validity

Reliability vs. Validitya fundamental predilection gap

50/50 Mix

Martin, R. L. (2009). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.

Studies, Market research,’Past Experiences said ...

This interesting extreme Case tells Us …

BEST PRACTICE

General anesthesia should be preferred in

preterm or small children as safety and

success are predictable.

For optimal performance trained, experienced

and certified personnel, appropriate drugs for

the individual patient risk profile and

sufficient monitoring equipment are essential.

Anesthesia or sedation for MRI in children.

(2010), Schulte-Uentrop L1, Goepfert MS.


















43

People and Human Values

Desirability

TechnologyFeasibility

Business Viability

43

People and Human Values

Desirability

TechnologyFeasibility

Business Viability

44Image Credit: © 2011-2012 General Electric Company

MRI Scan Technology

Adventure Frame

Cost Avoidance Less sedations, more patients

The culture aspect

45© 2015 - HPI School of Design Thinking, Potsdam

46

The culture aspect

© 2015 - HPI School of Design Thinking, Potsdam

The culture aspect

47© 2015 - HPI School of Design Thinking, Potsdam

48

The culture aspect

© 2015 - HPI School of Design Thinking, Potsdam

Problem Discovery Mindset+ Customer Discovery Appetite+ Structured Unstructured Process+ Encouraging Working Culture+ Sanity and Reason= Design Thinking

49My personal inadmissible and non-scientific simplification of what DT is.

Some Recommended Literature:Beckman, S. L., & Barry, M. (2007). Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50(1), 25–56.Boland Jr., R., & Collopy, F. (2004). Managing as Designing (1st ed.). Stanford: Stanford Business Books.Brown, T. (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation: How Design Thinking Can Transform Organizations and Inspire Innovation. New York: Harper Business.Buchanan, R. (1992). Wicked Problems in Design Thinking. Design Issues, 8(2), 5–21.Cooper, A., Reimann, R., & Cronin, D. (2007). About Face 3: The Essentials of Interaction Design (3rd ed.). Wiley.Kelley, T., & Littman, J. (2001). The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm (1st ed.). New York: Crown Business.Kelley, T., & Littman, J. (2005). The Ten Faces of Innovation: IDEO’s Strategies for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization. New York: Doubleday.Kimbell, L. (2009, September). Beyond Design Thinking: Design-as-practice and designs-in-practice. Presentation Paper, Saïd Business School, University of Oxford.Krippendorff, K. (2005). Semantic Turn: New Foundations for Design. Boca Raton, Fla.; London: CRC.Kuhn, T. (2012). The Structure of Scientific Revolutions: 50th Anniversary Edition (50th anniversary ed.). University of Chicago Press.Kumar, V. (2012). 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization (1. Auflage.). John Wiley & Sons.Kumar, V., & Whitney, P. (2007). Daily life, not markets: customer-centered design. Journal of Business Strategy, 28(4), 46–58.Liedtka, J. (2000). In Defense of Strategy as Design. California Management Review, 42(3), 8–30.Liedtka, J., & Ogilvie, T. (2011). Designing for growth : a design thinking tool kit for managers. New York: Columbia University Press - Columbia Business School Publishing.Martin, R. L. (2009a). The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Mcgraw-Hill Professional.

Martin, R. L. (2009b). Design of Business: Why Design Thinking Is the Next Competitive Advantage. Mcgraw-Hill Professional.Nagji, B., & Tuff, G. (2012). Managing Your Innovation Portfolio - Harvard Business Review. Harvard Business Review. Retrieved May 1, 2013, .Ouden, E. den. (2011). Innovation Design: Creating Value for People, Organizations and Society (1st Edition.). Springer London.Owen, C. L. (2005a, May 14). Societal Responsibilities. - Growing the Role of Design. . International Conference on Planning and Design, National Cheng Kung University Tainan, Taiwan.Owen, C. L. (2005b, October 21). Design Thinking: What It Is, Why It Is Different, Where It Has New Value. . Presentation Paper, Gwanju, Korea.Owen, C. L. (2007). Design Thinking: Notes on its Nature and Use. Design Research Quarterly, 2(1), 16–27.Simon, H. A. (1996). Sciences of the Artificial (3 ed.). The Mit Press.Suri, J. F. (2005). Thoughtless Acts?: Observations on Intuitive Design (Ideo, Ed.). Chronicle Books.Ulla Johansson, J. W. The emperor’s new clothes or the magic wand? The past, present and future of design thinking. . Conference paper - peer reviewed,Verganti, R. (2009). Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean. Harvard Business Press.Wetter Edman, K. (2011, September). Service Design - A Conceptualization of an emerging Practice. Licentiate Thesis (PhD), Göteborg: Göteborgs Universitet. Konstnärliga Fakulteten. Retrieved November 4, 2011, from http://gupea.ub.gu.se/handle/2077/26679.

@Jan_Schmiedgen