An Introduction to Design Thinking

Unstructured Thinking

Executive

Business Solutions
The Solutions To Any Problem

Starts With Thinking

 The Proposition Shift

Productivity

Profit

Growth

Development

Culture
 Different Styles of Thinking

Vertical Thinking

Analytical Thinking Critical Thinking

Design Thinking

Creative Thinking Lateral Thinking

 The Stages of Design Thinking

Stage-1: Empathize- Research Your Users' Needs

Stage-2: Define- State Your Users' Needs &
Problems
Stage-3: Ideate- Challenge Assumptions & Create
Ideas
Stage-4: Prototype- Start to Create Solutions
Stage-5: Test- Try Your Solutions Out
Stage-6: Implement- A Strategy for Implementation
 Brushing Away The Problem: The Gripper

Established in 1950. Since 2006, the brand has been owned by American MNC Procter & Gamble (P&G)

 Huston Toothbrush and U.S. Patent in 1950

 1958, a new patent for a “mouthbrush” having numerous fine, soft,
flat-ended nylon bristles, and a similar appearance to the 1950 design.
This brush was less abrasive to tooth enamel, better for massaging the
gums, and more effective at picking up tooth powder than other
brushes available at the time, which had coarse, angle-cut bristles.
Brushing Away The Problem: The Gripper

 Fast forward to August 1958 and a new patent was granted for a
“mouthbrush” that had a similar design to the earlier model but with
numerous, fine, soft, flat-ended nylon bristles. During the filling process
Huston claimed that this brush was less abrasive to tooth enamel and
better for massaging the gums and more effective at picking up tooth
powder than other brushes available at the time.
 Dr. Hutson created the Oral-B brand name, which is a short for “Oral-
Brush.” The first product was known as the “Oral-B 60”, because it had 60
tufts.
 Oral-B then became part of the Gillette group in 1984. Braun, started to
use the Oral-B brand for electric toothbrushes, the first electric brushes to
be made by the company, although it is believed in 1978.
Brushing Away The Problem: The Gripper

 In 2003, the Oral-B Stages line is introduced making it the first-time

children’s toothbrushes are designed for the four different stages of a
child’s development. Three years later, the company became part of the
Procter & Gamble company when Gillette merged with them.
 Today, the Oral-B brand is used for more than just toothbrushes,
toothpastes, flosses, oral irrigators and interdental products to name just a
few and is one of the leading brands within the dental care industry.
The Problem
 Inspiration Phase

 Is about learning directly from your target you are designing and developing
for as you immerse yourself in their lives and come to deeply understand
their needs, hopes and desires.
 In this case, IDEO observe how kids hold the toothbrush and understand the
patterns of behavior, pain points, and places where kids had a difficult time
when brushing their teeth. All this, gave the design team some opportunities
to brainstorm and generate ideas by putting themselves in their situation, to
see what their experience is, and feel what they feel. which leads to the
second phase…
 Ideation Phase:

 In this phase, you will make sense of what you learned and
experienced, you start brainstorming ideas, identify opportunities
for design.
 Implementation Phase:
 Bringing your solution to life, to market. As you’ve validated the usefulness of your
solution with the end-user and gotten your product just right, it’s time to get your
idea out into the world.
 So the design team perfected the wider handle style of toothbrush that featured a
soft, yet textured grip, overall shape & size for any child. The product was then tested
in the same households that took part in the initial product research. The feedback
was really positive and so the product was ready for release to a wider audience.
 By transitioning through the different stages of design thinking, IDEO was better able
to tackle & solve a challenge in the oral hygiene industry. If the design team did not
complete this process, then they might have missed out on the observation that led
them to develop the innovative product. A small detail created a substantial change in
the market.
 Design Thinking Model

Needs Needs Concept Concept Development

Integration
Finding Screening Generation Selection Strategy & Planning

Identify Invent Implementation

Design Thinking is an iterative and non-linear process in which we seek to understand the user, challenge assumptions and redefine
problems in an attempt to identify alternative strategies and solutions that might not be instantly apparent with our initial level of
understanding
 Double Diamond

Discover - The first diamond helps people understand,

rather than simply assume, what the problem is. It
involves speaking to and spending time with people who
are affected by the issues.
Define - The insight gathered from the discovery phase
can help you to define the challenge in a different way.
Develop - The second diamond encourages people to
give different answers to the clearly defined problem,
seeking inspiration from elsewhere and co-designing with
a range of different people.
Deliver - Delivery involves testing out different solutions
 Double Diamond clearly conveys a design at small-scale, rejecting those that will not work and
process to designers and non-designers alike. improving the ones that will.
 The two diamonds represent a process of
exploring an issue more widely or deeply
(divergent thinking) and then taking focused
action (convergent thinking).
 What is, What if,
What Wows, What Works
Intersection Where Design Thinking Lives?
Divergent and Convergent Thinking
Three Core Activities of Design Thinking
How the Journey of a Project Feels
Symptoms (Empathy)---> Problem
(Define)----->Possible Solutions
(Ideation -----> Lookalike Solution
(Prototype) -----> Final Solution
(Testing) -----> Implementation
 An empathy mapping session:
The Empathy Map Assemble your team and have them bring any personas, data, or
insights about the target of your empathy map
Print out or sketch the empathy map template on a large piece of paper
or whiteboard
Hand each team member sticky notes and a marker
Each person should write down their thoughts about end users on
stickies
Ideally everyone would add at least one sticky to every section
You might ask questions, such as:
What would the user be thinking & feeling? What are some of their
worries and aspirations?
What would their friends, colleagues, and boss be likely to
 An empathy map is a collaborative say while the user is using our product? What would the user hear
tool teams can use to gain a deeper in these scenarios?
insight into their end users. What would the user see while using our product in their
environment?
 The empathy map was originally
What might the user be saying and/or doing while using our
created by Dave Gray and has been
product? How would that change in a public or private setting?
gaining popularity with the agile
What are some of the user’s pain points or fears when using our
community.
product?
What gains might the user experience when using our product?
 Define Phase

Define Phase is the definition of a meaningful

and actionable problem statement (also called
Design Challenge), which the design thinker will
focus on solving.
 Ideation Phase

 Ideation is the creative process of generating,

developing, and communicating new ideas.
 Where an idea is understood as a basic element of
thought that can be either visual, concrete, or
abstract.

Ideate = unleashed imagination + no judgment

  Bodystorming is a technique sometimes used in interaction design or
as a creativity technique.
Bodystorming  The idea is to imagine what it would be like if the product existed, and
act as though it exists, ideally in the place it would be used.

 Structure: Semi-structured,
Unstructured
 Preparation: Understanding of
users’ situation
 Deliverables: Ideas, Concepts,
Reports
  A tangible/ visible, testable representation of your idea
Prototype
 Way to represent an idea that is testable
 Testing

 It is the stage where you get the real life and real time feedback
about your prototype from the real users.
 Testing will help to understand what actually works and what
does not.
 This step can be the most rewarding, if the prototypes succeed
to give positive results, or can be the most annoying, if the
prototype fails.
 After testing, the entire process of design thinking may have to
be repeated. If the end user approves the solution, then the
process of design thinking stops here.
Stage - 1: Empathize
 Empathy

Sponsor User – Give Users a Seat at the table.

 Invite them to Observe, Reflect & Make with You
Take-Back Tips -
 Sponsor Users are users or potential users that
bring their lived experience and domain expertise to  Design for Real Target users rather
your team. They aren’t just passive subjects – they than imagined needs
are active participants who work alongside your  Sponsor Users should attend
team to help you deliver an outcome that meets Playbacks
their needs.
 Involve your whole team
 While sponsor users won’t replace formal design
research and usability studies, every interaction you  Potential users are all around us,
have together will close the gap between your therefore select the sponsor user
assumptions and their reality. with authenticity
Tools That Will Help You for Empathy
EMPATHY MAPPING
 An empathy mapping session:
The Empathy Map Assemble your team and have them bring any personas, data, or
insights about the target of your empathy map
Print out or sketch the empathy map template on a large piece of paper
or whiteboard
Hand each team member sticky notes and a marker
Each person should write down their thoughts about end users on
stickies
Ideally everyone would add at least one sticky to every section
You might ask questions, such as:
What would the user be thinking & feeling? What are some of their
worries and aspirations?
What would their friends, colleagues, and boss be likely to
 An empathy map is a collaborative say while the user is using our product? What would the user hear
tool teams can use to gain a deeper in these scenarios?
insight into their end users. What would the user see while using our product in their
environment?
 The empathy map was originally
What might the user be saying and/or doing while using our
created by Dave Gray and has been
product? How would that change in a public or private setting?
gaining popularity with the agile
What are some of the user’s pain points or fears when using our
community.
product?
What gains might the user experience when using our product?
 The Empathy Map

Think & Feel

Hear See

Say & Do

Pain Gain

 An empathy map is a collaborative

tool teams can use to gain a deeper
insight into their end users.
 The empathy map was originally
created by Dave Gray and has been
gaining popularity with the agile
community.
Crazy 8 Crazy 8s is an activity that we run as part of every Design Sprint, but it
can be used anytime you want to come up with a bunch of ideas
quickly.
The simplicity of this one is wonderful:
Grab a piece of paper and fold it into eight sections
Set a timer for 8 minutes
Have participants sketch a distinct idea in each section. (Remind
them that the ideas don’t have to be amazing, or even viable. The
point is getting ideas down on paper and not censoring themselves.)
 9 Whys Ask, “What do you want in ______ (the subject matter or challenge at
hand)?
Please make a short list of responses.”
Then ask, “Why is that important to you?”
Keep asking, “Why? Why? Why?” up to nine times or until the
respondent can go no deeper because they have reached the
fundamental purpose for this response.”
By asking “Why?” so many times in a row, you can ultimately get to a
clear understanding of why you are gathering and what the purpose of
your meeting is.

The Nine Whys is a Liberating

Structures activity.
Ethnography
Quiz – 10 Marks –15th December 2020
CRP – 10 Marks
Project – 10 Marks – 16th December – Assignment of Projects
Project Submission – 1st week of January
Presentation – 10 Marks – 1st week presentations commencement
th
Midterm – 20 Marks – 29 December
Endterm – 40 Marks
Story Spine
 Once Upon a Time …
 And Everyday …
 Until One Day …
 And Because of that …
 And Because of that …
 Until Finally …
 And Ever Since that Day …
 And the Moral of the Story is …
Define & Ideate
Define & Ideate
• We understand
the actual
challenges as said
by the end users
when we showed
empathy with
them.
• These challenges
also challenge out
thinking about
the product/
services and also
about the end
users.
• By doing this we
create new Point-
of-view about the
product/ services
and also about
ourselves.
• These new POVs
create the
framework on
which the
product design
may take place
• In the Ideation
Stage we elicit as
many ideas as
possible without
evaluating those
• In ideation, we
follow the idea of
deferring judgment
– that is,
separating the
generation of ideas
from the
evaluation of ideas
• In the Ideation
stage we shift our
focus to transit
from Problems to
Creating Solutions
• Some of the
Ideation
Techniques include
Brain storming,
Prototyping, body
storming, mind
mapping, and
sketching
 Define Phase

Define Phase is the definition of a meaningful

and actionable problem statement (also called
Design Challenge), which the design thinker will
focus on solving.
 From Empathy Map to
Define Phase

 Empathy map provides four major areas to focus our

attention on, which gives us an overview of a user’s  From this, unpack user stories and ask yourself, what
person’s experience. does this tell you about the challenges and problems
 What the user: Said, Did, Thought, and Felt. they’re experiencing?
 From
Empathy Map to Define Phase

Empathy map consists of four categories in which the From here, we can unpack or synthesize what this
user data is organized and analyzed: information means:
 Said: Word choice and what the user says  Share what you observed and found with other
 Did: behaviors and actions observed designers.
 Capture the important parts visually
 Thought: consider what they’re thinking based
 Record all the information into one place, such as
on beliefs, motivations, goals, needs, and desires
a board or wall, so you can analyze it as a whole.
 Felt: Emotional responses based on subtle body  Begin noting connections, patterns, and themes.
cues and word choice
 Problem Statement
A good problem statement should thus have the following traits. It should be:
 Human-centred - This requires you to frame your problem statement according to specific
users, their needs and the insights that your team has gained in the Empathize phase. The
problem statement should be about the people the team is trying to help, rather than focusing
on technology, monetary returns or product specifications.
 Broad enough for creative freedom - This means that the problem statement should not focus
too narrowly on a specific method regarding the implementation of the solution. The problem
statement should also not list technical requirements, as this would unnecessarily restrict the
team and prevent them from exploring areas that might bring unexpected value and insight to
the project.
 Narrow enough to make it manageable - On the other hand, a problem statement such as,
“Improve the human condition,” is too broad and will likely cause team members to easily feel
daunted. Problem statements should have sufficient constraints to make the project
manageable.
As well as the three traits mentioned above, it also helps to begin the problem statement with a verb, such as
“Create”, “Define”, and “Adapt”, to make the problem become more action-oriented.
Techniques to Define a Problem Statement

Methods of interpreting results and findings

from the observation oriented Empathize phase
include:
 Clustering & Bundling Ideas/Facts:
• Space Saturate & Groups
• Affinity Diagrams
• Empathy Mapping
 Point of View – Problem Statement
 “How Might We” (HMW) Questions
 Why-How Laddering
 The Take Away
 HMW Question
 How-might-we or HMW questions are short open-ended questions that are framed from the point-of-view
statement
How-Might-We
How Might We
Being Descriptive Suggests the Possibility of Solutions Fosters Teamwork

 Let’s take example of Pet Owners who wants their pets to socialize but find it difficult to do so.
 Lets use the five whys to get to the root cause by breaking down the problem.

The 5 Why Technique

Why Pets need Socialization? So that they get mental stimulus
Why Pets need mental stimulus? Pets get frustrated
Why Pets get frustrated? Pets don’t have friends to play with
Why Pets don’t have friends to play with? Pets owners can’t find friends for their pets
Why Pets owners can’t find friends for their pets? They are not aware of the pets in the neighborhood

Pet owners need to find friends for their pets because pets
POV or Point of View Statement
need to socialize, stay happy & active
HMW help Pet owners to find friends for their pets so that
HMW Questions the pets socialize, stay happy & active
 HMW Question
 How-Might-We questions represents the Design Challenge statement
 It frames Ideation and prompts an array of fruitful ideas
 “How might we” questions implants the seeds in the mind of Thinkers to launch Ideation among them
 A good design Challenge Statement
 Neither narrow nor too broad
 To the point, empathetic and Inspiring
 Identifies the tangible and deliverable item you want to have by the end
 The “how might we” format turns the original challenge into something actionable that will make you seek for
answer throughout the ideation session.
 Avoid questions that are too specific to be asked from only a set of people. As well as avoid questions that are
too broad to keep people on a single track.
 “How might we make our Brand more engaging?”
 “How might we create deeper relationships with our customers?”
 “How might we help diners have a great time even while waiting in a line?”
 “How might we create waiting for Table a Great Experience for our Diners?”
Analysis
 Analysis is about breaking down complex concepts and
problems into smaller, easier-to-understand
constituents.
 We do that, for instance, during the first stage of the
Design Thinking process, the Empathize stage, when we
observe and document details that relate to our users.

Synthesis
 Synthesis, on the other hand, involves creatively piecing
the puzzle together to form whole ideas.
 This happens during the Define stage when we organize,
interpret, and make sense of the data we have gathered
to create a problem statement.
Shopping Cart Case Study
Q1 - What was done in the Empathy Phase?
Q2 - How did the company understand what is the problem to be Addressed
Q3 - How was the Prototype Tested

Q4 - What were the symptoms?

Q5 – What was the Problem?
Q6 – What was users Response on the final Prototype?
 Symptoms
1 – 22000 Accidents
2 – Manoeuvrability (Trolly Wheels)
3 – Child Safety
4 - Maintenance Cost
5 – Checkout point (Traffic)
6 – Handling of delicate items
7 – Arrangement of Different types of Products
8- Privacy
9 – Billing of items
10 – Way to communicate with the people walking (walkie Talkie)
11 – Grips
12 – Projection of Hooks
13 – Longevity of the carts
14 – Removable Baskets
15 - Null Value
16 - Volume
 Problems

1 – Shopping
2 – Finding What you Need
3 - Safety
4 – Checkout
 Ideation Phase

 Ideation is the creative process of generating,

developing, and communicating new ideas.
 Where an idea is understood as a basic element of
thought that can be either visual, concrete, or
abstract.

Ideate = unleashed imagination + no judgment

 Ideation Phase
 In this stage, first we explore suggested ideas to solve the problem (that is defined in the define
stage) from all the members.
 After all the possible suggested ideas are gathered, discussed and visually represented, individuals
and teams begin “considered selection.”
 Design thinkers narrow down numerous ideas to two or three with the potential for rapid
prototyping.
 Some experts suggest dividing the ideas into categories — “wild,” “darling,” or “practical” or “most
likely to delight,” “the rational choice,” or “the most unexpected,” and have group members vote
on which ideas deserve further consideration.
 The goal of ideation is to move to the rapid prototyping space with more than one idea. That limits
the power of group think and majority rules, because Single ideas agreed upon by a majority may
not be the best solution to meet the needs of the users (product, service, experience or system).
 To ideate is to embrace an approach that allows multiple voices and ideas to compete, percolate
and evolve.
 Ideation increases the likelihood of arriving at the most creative and appropriate solution through
rapid prototyping and testing.
 Ideation Phase
 The whole process of ideation discourages linear thinking that supports one idea, often the
“pet idea” of an authority figure or aggressive team member, arrived upon through a narrow
group think brainstorming approach.
 Individuals or teams who embrace the ideate space accept that the “right” solution is not
usually the first or most practical solution.
 Experienced design thinkers suggest that ideation helps to:
 step beyond obvious solutions, increasing innovation potential of a solution set;
 harness the collective perspectives and strengths of teams;
 uncover unexpected areas of exploration;
 act as a catalyst for fluency (volume) and flexibility (variety) among creative options; and
 get obvious solutions out in the open, leaving space to push toward new levels of
innovation.
 Techniques of Ideation

Some of the Ideation Techniques include

 Mind mapping
 Body storming
 Brain storming
 Prototyping and
 Sketching
 Mind Map

 A mind map is a graphical way to represent

ideas and concepts.
 It is a visual thinking tool that helps structuring
information, helping you to better analyze,
comprehend, synthesize, recall and generate
new ideas.
 Characteristics of Mind Map

 The subject of attention is crystallised in a

central image
 The main themes of the subject radiate from
the central image as branches
 Branches comprise a key image or key word
printed on an associated line.
 The branches form a connected nodal
structure.
 Enrich Mind Maps with colour, pictures, codes
which will aid creativity, memory and recall.
 Lets Practice

 Place an image or symbol of yourself

in the centre of your mind map.
 Use topics such as skills, education,
family, friends, hobbies etc to create
the ‘branches’ of the map
 Use colour, symbols etc
 Effective Mind Mapping (Gelb 1988)

 Start the map by drawing a picture of the topic

in the centre of the paper
 Use keywords
 Connect the words with lines radiating out
from the central image
 Print the keywords
 Print one keyword per line
 Use Colours, pictures and codes for emphasis
 Free associate, then organise
  Bodystorming is a technique sometimes used in interaction design or
as a creativity technique.
Bodystorming  The idea is to imagine what it would be like if the product existed, and
act as though it exists, ideally in the place it would be used.

 Structure: Semi-structured,
Unstructured
 Preparation: Understanding of
users’ situation
 Deliverables: Ideas, Concepts,
Reports
Bodystorming
 The essence of Bodystorming is group sketching/ acting out
ideas with our bodies & Props
 Bodystorming is a unique method that spans empathy work,
ideation, and prototyping.
 Bodystorming is a technique of physically experiencing a
situation to derive new ideas.
 It requires setting up an experience - complete with necessary
artifacts and people - and physically “testing” it.
 Bodystorming can also include physically changing your space
during ideation.
 What you're focused on here is the way you interact with your
environment and the choices you make while in it.
 Why Bodystorming
 We bodystorm to generate unexpected ideas that
might not be realized by talking or sketching.
 We bodystorm to help create empathy in the
context of possible solutions for prototyping.
 If you're stuck in your ideation phase, you can
bodystorm in the context of a half-baked concept to
get you thinking about alternative ideas.

 Bodystorming is also extremely useful in the context of prototyping

concepts.
 Have a couple concepts you're testing? Bodystorm with both of them to
help you evaluate them. Developing any sort of physical environment
demands at least a few bodystorms...
 How to Bodystorm?

 If you are trying to ideate in the context of hospital patients, try walking
through the experience to come up with new ideas.
 If you are designing products for the elderly, rub some Vaseline on your
glasses to view the world through older eyes.
 Bodystorm by moving around and becoming aware of the physical
spaces and experiences related to your solutions.
 Pay close attention to decision-making directly related to your
environment and related emotional reactions. Dig into the "WHY"!
  Use your body to ACT OUT your ideas Don’t only talk about
your ideas, act them out
Rule of Successful  This is poetry slam meets hacking participation
Bodystorming  No “Trees:
 STOP talking – act iit out. Don’t explain your idea to me, act it
out
 Not a prototype, but sketch. So use call outs/ labels/ shortcuts
 Use large cards that label who the different people are playing
 Use thought-bubble cards to show what an actor is thinking
versus what they are saying. “Good morning to you, How can I
help you?” While someone holds a thought-bubble card above
their head that shows they are really thinking “A-hole”
 The narrator can pretend it is like watching TV and use a TV
controller, to stop action, rewind or fast forward
 Your props can have feelings, thoughts and they can talk
 When your group is working through its presentation, try to
approach it with the spirit of improv’s “Yes, and…” rather than
“No, but…”
  You will be tired, exhausted, excited and happy
 You will have experienced a bodystorm and be able to talk about it
Expectations  Some of you will want to do it again with variations
 You will both be able to experience it as actors and audience
A typical design method cycle involves preliminary research, solution design, testing (more research), tweaking the
design and then testing again until the design specifications are finalized. Designers or researchers usually prefer to
design the solution in their own environment. Bodystorming changes this by placing the researcher to design in the
environment that the solution is meant for. A combination of role-play and simulation, bodystorming takes place in a
physical environment, instilling a feeling of empathy for the users.
The designers or researchers can observe the users, participate in the bodystorming session as well as see things
from the user’s perspective, thereby, understanding the user’s needs, behavior with respect to their context. The
researchers generate ideas, act-out stories and rapidly share learning. Therefore, bodystorming is not only used to
generate ideas, but also communicate developed ideas quickly to get feedback and improvise further.
In bodystorming, the researcher needs to observe the user in their context along with understanding the context, so
the researcher typically sets up a workstation in the user’s environment for the duration of the research. There could
be several bodystorming sessions playing-out different scenarios over a couple of days or months with new learning
or improve either within the same session or subsequent. The props or accessories used during bodystorming must
be items existing in the physical environment of the users. Bodystorming can be performed with a limited number of
respondents, usually not more than 10, as the more the number of participants, as complexity and time go up with
each additional participant there after. In this method, users also become part of the design team; they can critique
design ideas, and influence design decisions that will ultimately impact their work and life.

Advantages of Bodystorming
1. Empathy
As bodystorming is the study of user behavior in their natural environment, it invokes empathy among the
participants or the researchers for the users in relation to their context.
playful and enjoy.
Finally, switch roles, where the observer becomes actor but for a different
scenario in step-2.
Repeat this until all scenarios are completed. (Initial scenarios + the what-if
scenarios).
Remember, Bodystorming is an ideation method. After this you need to
create prototype and testing.
Bodystorming IS NOT user testing.
Bodystorming IS NOT prototyping.
Different actors (as they switch roles) DO NOT replay the scenario. This is not
an improvement of performance or competition. This is collaboration.
Observer do not JUDGE the actor for not doing something else the Observer
would have done.
Finally, check out Anna’s bodystorming with LED-strips and Sara’s client
experience mentioned above.
Sample Lesson
Materials: Chair with wheels, paper and pencil for notes

Set Up (5 min):
Get a chair with wheels and create a list of tasks that you what the student to go through (ie. opening a door,
Getting a notebook, turing in homework, getting a drink of water). You can also have students come up with the
list of things for the test student to do.

Testing (10 min):

Have your test student sit in the chair and go through the list of tasks one at a time. As they are going through
the tasks ask them to verbalize what they are experiencing (challenges, surprises, other interesting discoveries).
Ask the other students in the class to take notes one what the test student is saying.

Debrief (10 min):

After students have completed the run through debrief the process by asking some of the following questions:
1. What did you learn from the process?
2. What surprised you about going through the process?
3. What did you learn from doing this that you couldn't have learned any other way?
4. How can you see applying this exercise to other design challenges? Give examples...
90
 The Pirate Ship
Conflict – Doug Dietz, Innovation Architect and Chief Designer of GE Imaging
Machines, was taken aback by the intimidating experience that kids had to go
through while being scanned in traditional MRI Imaging machines. (~80% of the
kids had to be forcefully sedated)
Design – Dietz created CT Pirate Island Adventure, wherein, the scanner was
made to look like a pirate ship, and the room decorated with their favorite
Adventure Series characters. Consequently, the entire MRI experience became
like ‘playtime’ for kids.
Impact – Kids loved the new experience – and quite a few of them actually
wanted to keep coming back! Parents were equally relieved. Sedation rate went
down from 80% to 10% - so both hospitals and parents also benefited
commercially.
 Embrace
Conflict – To design a low—cost infant incubator used in hospitals in the developing world
where each year, 1 Mn premature babies perish, often within 24 hours of birth. The biggest
cause of their death was Hypothermia.
Design – After conducting design research, the team realized that many of the hospital’s
incubators were going unused because the babies who needed them were born in villages 30
miles away. No matter how well designed the incubator, life-and-death battles were being
fought in the mother’s home. The solution was a tiny sleeping bag, containing a paraffin-based
pouch that, once warmed in a heater, can maintain temperature for 4 hours. The best part was
that this can be used at home, during commute - and literally anywhere!
Impact – The Embrace Infant Warmer, was an easy-to-use medical device that cost 99 percent
less than a traditional baby incubator. It has the potential to save millions of newborns in
developing countries. (already saved more than thousands)
 Keep The Change
Conflict – Without any major breakthrough in past few decades, the banks in the
early 2000s faced a critical problem - how to get consumer segments (particularly
boomer-age women) to open new checking and savings accounts.
Design – Bank of America hired a design research firm that observed a dozen
families and interviewed people on the streets. Critical insight formed was that
people round up their checkbook entries and financial transactions as it was more
convenient. And so was born their product “Keep The Change”. Every time one buys
something with a BofA Visa debit card, the bank rounds up the purchase to the
nearest dollar & transfers the difference from your checking into the savings
account.
Impact – Keep The Change brought out a radically different shift in mindset that
broke the paradigm. It was rated very high on uniqueness and real ‘human’ value.
Within the first year of launch, 2.5 million customers signed up for Keep the Change.
Over 700,000 opened new checking accounts and 1 million signed on for new savings
accounts.
 Create more, with just a Beverage
Conflict – The F&B industry was struggling with dropping sales and poor
margins, particularly around the crisis of 2007.
Design – Starbucks interviewed hundreds of coffee drinkers, seeking what it was
that they wanted from a coffee shop. The overwhelming consensus actually had
nothing to do with coffee; what consumers sought was a place of relaxation, a
place of belonging. They sought an atmosphere. The round tables in a Starbucks
store were strategically created in an effort to protect self-esteem for those
coffee-drinkers flying solo. After all, there are no "empty" seats at a round table.
Service counters are built out of natural materials like warm woods and stone,
rather than plastics and metals, to create a homier atmosphere.
Impact – Starbucks has created an experience that has changed the F&B
industry. It is what makes us spend $4 for a cup of coffee!
  A tangible/ visible, testable representation of your idea
Prototype
 Way to represent an idea that is testable
 Some of the purposes that prototypes fulfil are:

 Exploring & Experimentation  You can use prototypes to explore problems, ideas, and
opportunities within a specific area of focus and test out
the impact of incremental or radical changes.
 Learning & Understanding  Use prototypes in order to better understand the
dynamics of a problem, product, or system by physically
engaging with them and picking apart what makes them
work or fail.
 Engaging, Testing, & Experiencing  Use prototyping to engage with end users or
stakeholders, in ways that reveal deeper insight and
more valuable experiences, to inform design decisions
going forward.
 Inspiring and Motivating  Use prototypes to sell new ideas, motivate buy-in from
internal or external stakeholders, or inspire markets
toward radical new ways of thinking and doing.
 Prototypes do not need to be full products
 you can prototype a part of a solution (like a proposed grip handle of a wheelchair) to
test that specific part of your solution
 Simple sketches or storyboards
 Rough paper prototypes
Forms of Prototype -
 Digital Prototypes
 Html Prototypes
 Role-playing to act out a service offering an idea
 Other Forms
 Kinds of Prototype
 Form: Is it a hand-drawn prototype, or a digital one? Is it for mobile or desktop?
 Fidelity: How detailed and polished is the prototype? You’ll often hear the terms high-fidelity
and low-fidelity in relation to prototypes.
 Interactivity: How functional is the prototype? Can the user click on it or interact with it, or is it
view-only?
 Lifecycle: Is the prototype a quick, disposable version that will be replaced with a new and
improved version? Or is it a more enduring creation that can be built and improved upon,
potentially ending up as the final product?
 Types of Prototype
 Low-Fidelity Prototyping - Low-fidelity prototyping involves the use of basic models or examples
of the product being tested. For example, the model might be incomplete and utilise just a few of
the features that will be available in the final design, or it might be constructed using materials
not intended for the finished article, such as wood, paper, or metal for a plastic product.
Examples of low-fidelity prototypes:
✓ Storyboarding.
✓ Sketching/ Process sketches (although Bill Buxton, a pioneer of human-computer
interaction, argues sketching is not an example of prototyping).
✓ Card sorting.
✓ Mockups
✓ Simulations
✓ 'Wizard of Oz'.
 High-Fidelity Prototyping - High-fidelity prototypes are prototypes that look and operate closer to
the finished product.
For example, a 3D plastic model with movable parts (allowing users to manipulate and
interact with a device in the same manner as the final design) is high-fi in comparison to, say, a
wooden block.
 Low-Fidelity Prototyping
Pros Cons
 An inherent lack of realism. Due to the basic and
 Quick and inexpensive.
sometimes sketchy nature of low-fi prototypes, the
 Possible to make instant changes and test new
applicability of results generated by tests involving
iterations.
simple early versions of a product may lack validity.
 Disposable/throw-away.
 Depending on your product, the production of low-
 Enables the designer to gain an overall view of the
fi prototypes may not be appropriate for your
product using minimal time and effort, as opposed
intended users. For instance, if you are developing
to focusing on the finer details over the course of
a product bound by a number of contextual
slow, incremental changes.
constraints and/or dispositional constraints (i.e.
 Available to all; regardless of ability and experience,
physical characteristics of your user base, such as
we are able to produce rudimentary versions of
users with disabilities) then basic versions that do
products in order to test users or canvas the
not reflect the nature, appearance or feel of the
opinions of stakeholders.
finished product may be of scant use; revealing
 Encourages and fosters design thinking.
very little of the eventual user experience.
 Such prototypes often remove control from the
user, as they generally have to interact in basic
ways or simply inform an evaluator, demonstrate or
write a blow-by-blow account of how they would
use the finished product.
 High-Fidelity Prototyping
Pros Cons
 Engaging: the stakeholders can instantly see their  They generally take much longer to produce than
vision realised and will be able to judge how well it low-fi prototypes.
meets their expectations, wants and needs.  When testing prototypes, test users are more
 User testing involving high-fi prototypes will allow inclined to focus and comment on superficial
the evaluators to gather information with a high characteristics, as opposed to the content (Rogers,
level of validity and applicability. The closer the Preece, and Sharp, 2011).
prototype is to the finished product, the more  After devoting hours and hours of time producing
confidence the design team will have in how people an accurate model of how a product will appear
will respond to, interact with and perceive the and behave, designers are often loathed to make
design. changes.
 Software prototypes may give test users a false
impression of how good the finished article may be.
 Making changes to prototypes can take a long time,
thus delaying the entire project in the process.
However, low-fi prototypes can usually be changed
within hours, if not minutes, for example when
sketching or paper prototyping methods are
utilised.
 Types of Prototype
 Low-Fidelity Prototyping - Low-fidelity prototyping involves the use of basic models or examples
of the product being tested. For example, the model might be incomplete and utilise just a few of
the features that will be available in the final design, or it might be constructed using materials
not intended for the finished article, such as wood, paper, or metal for a plastic product.
Examples of low-fidelity prototypes:
✓ Storyboarding.
✓ Sketching/ Process sketches (although Bill Buxton, a pioneer of human-computer
interaction, argues sketching is not an example of prototyping).
✓ Card sorting.
✓ Mockups
✓ Simulations
✓ 'Wizard of Oz'.
 High-Fidelity Prototyping - High-fidelity prototypes are prototypes that look and operate closer to
the finished product.
For example, a 3D plastic model with movable parts (allowing users to manipulate and
interact with a device in the same manner as the final design) is high-fi in comparison to, say, a
wooden block.
 Qualities of Prototype

 Representation – This form of the prototype is mainly structured for presentation and keynote
uses. That may be a Paper-pen, digital or code.
 Precision – The fidelity of the prototype is defined here. It explains the level of the details,
realism, and final design. Such as Low-fi, High-fi and so on
 Interactivity – The functionality opens for the user. i.e., fully functional, partially functional or
no interactions at all.
 Evolution – The lifecycle of the prototype. Some are built to re-iterate and re-iterate until it’s
precisely done and some are just designed and thrown it away after the certain outcome is
made.
 Guidelines for Prototyping

 Just start building - Design Thinking has a bias towards action, therefore, creating a prototype
will help you to think about your idea in a concrete manner, and potentially allow you to gain
insights into ways you can improve your idea.
 Don’t spend too much time - Prototyping is all about speed; the longer you spend building your
prototype, the more emotionally attached you can get with your idea, thus hampering your
ability to objectively judge its merits.
 Remember what you’re testing for - All prototypes should have a central testing issue. Do not
lose sight of that issue, but at the same time, do not get so bound to it so as to lose sight of
other lessons you could learn from.
 Build with the user in mind - Test the prototype against your expected user behaviours and user
needs. Then, learn from the gaps in expectations and realities, and improve your ideas.
Digital Prototypes
Testing
 Testing

 It is the stage where you get the real life and real time feedback
about your prototype from the real users.
 Testing will help to understand what actually works and what
does not.
 This step can be the most rewarding, if the prototypes succeed
to give positive results, or can be the most annoying, if the
prototype fails.
 After testing, the entire process of design thinking may have to
be repeated. If the end user approves the solution, then the
process of design thinking stops here.
 Why to Conduct User Testing
 User testing saves time  By catching errors and usability issues early on, you ensure that the
and money product you eventually launch is the most bug-free, user-friendly product it
can be. What happens if you skip the testing phase in favor of getting the
product developed as soon as possible? You’ll spend considerable time and
money correcting the product post-launch. Not only is this frustrating—it’s
also bad for the bottom line.

 User testing reveals  No matter how thorough your initial user research was, or how convinced
unexpected insights you are that you’ve designed the optimal solution to your user’s problem,
there are always new insights to be uncovered. Seeing real users interact
with an early version of your product will highlight issues that you would
not have anticipated otherwise.

 User testing improves user  Design Thinking is all about putting the user first. By gathering first-hand
satisfaction user feedback, you can make informed design decisions—improving user
satisfaction in the long run. As a designer, prototyping and testing will keep
you focused on the user at all times. Of course, satisfied customers are
good for business, too!
 Why to Conduct User Testing

1. Concept testing
2. A/B testing
3. Usability testing
4. First-click testing
5. Tree testing
 1. Concept Testing

 In the very early stages of the design process, you’ll want to test
out your initial concepts before actually designing them.
 Low-fidelity prototypes - a simple sketch, or even static images -
can be used to communicate your idea to your target users.
 You’ll then interview your users to gauge how they feel about
the concept. Is it a product or feature they’d be interested in
using? Does it have the potential to solve the user’s problem?
 You can learn more about the value of concept testing in UX
design here.
 2. A/B Testing

 A/B testing is used to compare two different versions of a

design.
 This method can be used at any stage of the design process,
whether you have paper prototypes or fully clickable digital
ones.
 In A/B testing, you’ll create two different prototypes and test
each version on a different set of users.
 You might test two different layouts, for example, or different
copy for a certain CTA (Call to Action) button on a certain screen.
 It’s important to only A/B test one variable at a time so as not to
skew the results.
 3. Usability Testing

 A crucial user testing method that should be used repeatedly

throughout the design process, usability testing shows you how
easy your design is to use.
 Usability testing is usually an observational exercise: you’ll ask
your users to complete certain tasks, and observe them as they
do so.
 Throughout the test, you’ll see which aspects of the design
caused problems for the user, as well as which aspects appear to
be user-friendly.
 In doing so, you’ll identify usability issues which you’ll seek to fix
in the next iteration of your prototype.
 4. First-click Testing

 When designing an app or a website, you want to make sure that

the user takes the intended action whenever they land on a
certain page or screen.
 First-click testing shows you what your users first steps are when
they encounter an interface; in other words, where do they click
first?
 This helps you to determine which visual elements and content
should take priority, where buttons, icons, and menu items
should be located, as well as the kind of language you should use
for buttons and labels.
 First-click testing can be conducted using both low and high-
fidelity prototypes.
 5. Tree Testing

 Once you’ve come up with the information architecture of your

digital product, you can use tree testing to see how user-friendly
it really is.
 You’ll present the user with a “tree” of information -
representative of how your site menus would be laid out - and
ask them to find specific items.
 If users struggle to locate certain information, you’ll need to
rethink your information architecture.
 Tree testing is often conducted as a remote, unmoderated study,
but it can also be done in person using paper prototypes.
 How to conduct user testing: A step-by-step guide

1. Set an objective
2. Build your prototype
3. Create a plan
4. Recruit participants
5. Gather all the necessary equipment
6. Document your findings
 1. Set an objective

 The very first thing you’ll need to do is set a clear objective.

What do you want to learn from your user tests? What question
do you hope to answer?
 Setting a clear objective will help you to build the right kind of
prototype and choose the most appropriate user testing
method.
 For example: If you’re designing an ecommerce app, your
objective might be to test how easy it is for your users to add an
item to their wishlist.
 2. Build your prototype

 You know what you want to test; now it’s time to build your
prototype.
 If you’re in the very early stages of testing an idea, you’ll stick to
low-fidelity prototypes.
 Once you’ve decided on a concept, you’ll want to test the finer
details, such as information architecture or microcopy, using mid
and high-fidelity prototypes.
 3. Create a plan

 For the sake of consistency, it’s important to create a plan for

your user testing session.
 Your plan should include your objective or question; the method
you intend to use to test your prototype; the number of users
you’ll test on; a list of all the equipment you’ll need; and how
you’ll document and measure your findings.
 Depending on your chosen method, you may also want to create
a script in order to keep the session focused.
 4. Recruit participants

 Another crucial aspect of user testing is recruiting the right

participants.
 You want to test on users who represent your target audience,
so spend a bit of time identifying some key criteria.
 If you’re designing an over-50s dating app, for example, it
wouldn’t make sense to run user tests with a group of 18 year-
olds.
 5. Gather all the necessary equipment

 Having recruited your participants, you’re ready to get the

session underway.
 Refer back to your plan and make sure you’ve got everything you
need to conduct the tests: screen recording software if you’re
conducting remote testing, pens and paper for taking notes, and,
of course, your prototype!
 6. Document your findings

 Throughout each user test, be sure to document your findings.

 You’ll need a thorough record of each test in order to analyze
your observations and compare the results of each session.