Design Thinking

Chapter 5: DT interpretation Phase : Visualizing insights;

empathy mapping, mind mapping, journey maps and affinity
diagrams; Designing customer experiences
[Refer Chapter 3 Text Book 1 and Chapter 4 Text Book 2]

PREPARED BY : ARSHI NAIM

 Design Thinking: Interpretation Phase
• The aim of the interpretation phase is to analyze research data, detect patterns among them, and
generate actionable insights that form a basis for creative solution ideas.
• ‫ وﺗوﻟﯾد رؤى ﻗﺎﺑﻠﺔ ﻟﻠﺗﻧﻔﯾذ ﺗﺷﻛل أﺳﺎﺳﺎ ﻷﻓﻛﺎر‬، ‫ واﻛﺗﺷﺎف اﻷﻧﻣﺎط ﻓﯾﻣﺎ ﺑﯾﻧﮭﺎ‬، ‫اﻟﮭدف ﻣن ﻣرﺣﻠﺔ اﻟﺗﻔﺳﯾر ھو ﺗﺣﻠﯾل ﺑﯾﺎﻧﺎت اﻟﺑﺣث‬
.‫اﻟﺣﻠول اﻹﺑداﻋﯾﺔ‬
• An integral part of the Design Thinking process is the definition of a meaningful and actionable
problem statement, which the design thinker will focus on solving.
• ‫ واﻟذي ﺳﯾرﻛز ﻣﻔﻛر اﻟﺗﺻﻣﯾم ﻋﻠﻰ‬، ‫ﺟزء ﻻ ﯾﺗﺟزأ ﻣن ﻋﻣﻠﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ھو ﺗﻌرﯾف ﺑﯾﺎن ﻣﺷﻛﻠﺔ ھﺎدف وﻗﺎﺑل ﻟﻠﺗﻧﻔﯾذ‬
.‫ﺣﻠﮫ‬
• This is perhaps the most challenging part of the Design Thinking process, as the definition of a
problem (also called a design challenge) will require you to synthesize your observations about
your users from the first stage in the Design Thinking process, which is called the Empathise
stage.
• ‫ ﺣﯾث ﺳﯾﺗطﻠب ﻣﻧك ﺗﻌرﯾف اﻟﻣﺷﻛﻠﺔ )وﺗﺳﻣﻰ أﯾﺿﺎ ﺗﺣدي‬، ‫رﺑﻣﺎ ﯾﻛون ھذا ھو اﻟﺟزء اﻷﻛﺛر ﺗﺣدﯾﺎ ﻓﻲ ﻋﻣﻠﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬
.‫ واﻟﺗﻲ ﺗﺳﻣﻰ ﻣرﺣﻠﺔ اﻟﺗﻌﺎطف‬، ‫اﻟﺗﺻﻣﯾم( ﺗﺟﻣﯾﻊ ﻣﻼﺣظﺎﺗك ﺣول اﻟﻣﺳﺗﺧدﻣﯾن ﻣن اﻟﻣرﺣﻠﺔ اﻷوﻟﻰ ﻓﻲ ﻋﻣﻠﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬
 Design Thinking: Interpretation Phase
• Analysis is about breaking down complex concepts and problems into smaller, easier-to understand constituents.
• .‫ﯾدور اﻟﺗﺣﻠﯾل ﺣول ﺗﻘﺳﯾم اﻟﻣﻔﺎھﯾم واﻟﻣﺷﻛﻼت اﻟﻣﻌﻘدة إﻟﻰ ﻣﻛوﻧﺎت أﺻﻐر وأﺳﮭل ﻓﻲ اﻟﻔﮭم‬
• 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.
• .‫ ﻋﻧدﻣﺎ ﻧﻼﺣظ وﻧوﺛق اﻟﺗﻔﺎﺻﯾل اﻟﺗﻲ ﺗﺗﻌﻠق ﺑﻣﺳﺗﺧدﻣﯾﻧﺎ‬، ‫ ﻣرﺣﻠﺔ اﻟﺗﻌﺎطف‬، ‫ ﺧﻼل اﻟﻣرﺣﻠﺔ اﻷوﻟﻰ ﻣن ﻋﻣﻠﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬، ‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬، ‫ﻧﻘوم ﺑذﻟك‬
• . 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
• ‫ ﯾﺣدث ھذا أﺛﻧﺎء ﻣرﺣﻠﺔ اﻟﺗﻌرﯾف ﻋﻧدﻣﺎ ﻧﻘوم ﺑﺗﻧظﯾم وﺗﻔﺳﯾر وﻓﮭم اﻟﺑﯾﺎﻧﺎت اﻟﺗﻲ ﺟﻣﻌﻧﺎھﺎ‬.‫ ﯾﺗﺿﻣن اﻟﺗوﻟﯾف ﺗﺟﻣﯾﻊ اﻟﻠﻐز ﻣﻌﺎ ﺑﺷﻛل إﺑداﻋﻲ ﻟﺗﺷﻛﯾل أﻓﻛﺎر ﻛﺎﻣﻠﺔ‬، ‫ﻣن ﻧﺎﺣﯾﺔ أﺧرى‬
‫ﻹﻧﺷﺎء ﺑﯾﺎن ﻣﺷﻛﻠﺔ‬
• Although analysis takes place during the Empathize stage and synthesis takes place during the Define stage, they do not only
happen in the distinct stages of Design Thinking.
• .‫ إﻻ أﻧﮭﻣﺎ ﻻ ﯾﺣدﺛﺎن ﻓﻘط ﻓﻲ اﻟﻣراﺣل اﻟﻣﺗﻣﯾزة ﻣن اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬، ‫ﻋﻠﻰ اﻟرﻏم ﻣن أن اﻟﺗﺣﻠﯾل ﯾﺣدث ﺧﻼل ﻣرﺣﻠﺔ اﻟﺗﻌﺎطف واﻟﺗوﻟﯾف ﯾﺣدث ﺧﻼل ﻣرﺣﻠﺔ اﻟﺗﻌرﯾف‬
• In fact, analysis and synthesis often happen consecutively throughout all stages of the Design Thinking process.
• .‫ ﻏﺎﻟﺑﺎ ﻣﺎ ﯾﺣدث اﻟﺗﺣﻠﯾل واﻟﺗوﻟﯾف ﻋﻠﻰ اﻟﺗواﻟﻲ ﻓﻲ ﺟﻣﯾﻊ ﻣراﺣل ﻋﻣﻠﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬، ‫ﻓﻲ اﻟواﻗﻊ‬
• Design thinkers often analyze a situation before synthesizing new insights, and then analyze their synthesized findings once more to
create more detailed syntheses
• ‫ ﺛم ﺗﺣﻠﯾل ﻧﺗﺎﺋﺟﮭم اﻟﻣرﻛﺑﺔ ﻣرة أﺧرى ﻹﻧﺷﺎء ﺗوﻟﯾﻔﺎت أﻛﺛر ﺗﻔﺻﯾﻼ‬، ‫ﻏﺎﻟﺑﺎ ﻣﺎ ﯾﻘوم ﻣﻔﻛرو اﻟﺗﺻﻣﯾم ﺑﺗﺣﻠﯾل اﻟﻣوﻗف ﻗﺑل ﺗﺟﻣﯾﻊ رؤى ﺟدﯾدة‬
What Makes a Good Problem Statement?
• A problem statement is important to a Design Thinking project, because it will guide you and your team and provides a focus on the specific needs
that you have uncovered.
• .‫ ﻷﻧﮫ ﺳﯾرﺷدك أﻧت وﻓرﯾﻘك وﯾوﻓر اﻟﺗرﻛﯾز ﻋﻠﻰ اﻻﺣﺗﯾﺎﺟﺎت اﻟﻣﺣددة اﻟﺗﻲ اﻛﺗﺷﻔﺗﮭﺎ‬، ‫ﯾﻌد ﺑﯾﺎن اﻟﻣﺷﻛﻠﺔ ﻣﮭﻣﺎ ﻟﻣﺷروع اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬
• It also creates a sense of possibility and optimism that allows team members to spark off ideas in the Ideation stage, which is the third and following
stage in the Design Thinking process.
• .‫ وھﻲ اﻟﻣرﺣﻠﺔ اﻟﺛﺎﻟﺛﺔ واﻟﺗﺎﻟﯾﺔ ﻓﻲ ﻋﻣﻠﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬، ‫ﻛﻣﺎ أﻧﮫ ﯾﺧﻠق إﺣﺳﺎﺳﺎ ﺑﺎﻹﻣﻛﺎﻧﯾﺔ واﻟﺗﻔﺎؤل اﻟذي ﯾﺳﻣﺢ ﻷﻋﺿﺎء اﻟﻔرﯾق ﺑﺈﺛﺎرة اﻷﻓﻛﺎر ﻓﻲ ﻣرﺣﻠﺔ اﻟﺗﻔﻛﯾر‬
• A good problem statement should thus have the following traits. It should be:
• :‫ ﯾﺟب أن ﯾﻛون‬.‫وﺑﺎﻟﺗﺎﻟﻲ ﯾﺟب أن ﯾﻛون ﻟﺑﯾﺎن اﻟﻣﺷﻛﻠﺔ اﻟﺟﯾد اﻟﺳﻣﺎت اﻟﺗﺎﻟﯾﺔ‬
• 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.
• .‫ ﯾﺗطﻠب ذﻟك ﻣﻧك ﺗﺄطﯾر ﺑﯾﺎن ﻣﺷﻛﻠﺗك وﻓﻘﺎ ﻟﻣﺳﺗﺧدﻣﯾن ﻣﺣددﯾن واﺣﺗﯾﺎﺟﺎﺗﮭم واﻟرؤى اﻟﺗﻲ اﻛﺗﺳﺑﮭﺎ ﻓرﯾﻘك ﻓﻲ ﻣرﺣﻠﺔ اﻟﺗﻌﺎطف‬.‫ﻣﺣورھﺎ اﻹﻧﺳﺎن‬
• 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.
• .‫ ﺑدﻻ ﻣن اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﺗﻛﻧوﻟوﺟﯾﺎ أو اﻟﻌواﺋد اﻟﻧﻘدﯾﺔ أو ﻣواﺻﻔﺎت اﻟﻣﻧﺗﺞ‬، ‫ ﯾﺟب أن ﯾﻛون ﺑﯾﺎن اﻟﻣﺷﻛﻠﺔ ﺣول اﻷﺷﺧﺎص اﻟذﯾن ﯾﺣﺎول اﻟﻔرﯾق ﻣﺳﺎﻋدﺗﮭم‬.‫واﺳﻌﺔ ﺑﻣﺎ ﻓﯾﮫ اﻟﻛﻔﺎﯾﺔ ﻟﻠﺣرﯾﺔ اﻹﺑداﻋﯾﺔ‬
• 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.
• ‫ ﻷن ھذا ﻣن ﺷﺄﻧﮫ أن ﯾﻘﯾد اﻟﻔرﯾق دون‬، ‫ ﯾﺟب أﻻ ﯾﺳرد ﺑﯾﺎن اﻟﻣﺷﻛﻠﺔ أﯾﺿﺎ اﻟﻣﺗطﻠﺑﺎت اﻟﻔﻧﯾﺔ‬.‫ھذا ﯾﻌﻧﻲ أن ﺑﯾﺎن اﻟﻣﺷﻛﻠﺔ ﯾﺟب أﻻ ﯾرﻛز ﺑﺷﻛل ﺿﯾق ﻟﻠﻐﺎﯾﺔ ﻋﻠﻰ طرﯾﻘﺔ ﻣﺣددة ﻓﯾﻣﺎ ﯾﺗﻌﻠق ﺑﺗﻧﻔﯾذ اﻟﺣل‬
.‫داع وﯾﻣﻧﻌﮭم ﻣن اﺳﺗﻛﺷﺎف اﻟﻣﺟﺎﻻت اﻟﺗﻲ ﻗد ﺗﺟﻠب ﻗﯾﻣﺔ ورؤﯾﺔ ﻏﯾر ﻣﺗوﻗﻌﺔ ﻟﻠﻣﺷروع‬
• 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
• ‫ ﯾﺟب أن‬.‫ واﺳﻌﺔ ﺟدا وﻣن اﻟﻣﺣﺗﻣل أن ﺗﺗﺳﺑب ﻓﻲ ﺷﻌور أﻋﺿﺎء اﻟﻔرﯾق ﺑﺎﻟرھﺑﺔ ﺑﺳﮭوﻟﺔ‬، "‫ "ﺗﺣﺳﯾن اﻟﺣﺎﻟﺔ اﻟﺑﺷرﯾﺔ‬، ‫ ﻓﺈن ﻋﺑﺎرة ﻣﺷﻛﻠﺔ ﻣﺛل‬، ‫ ﻣن ﻧﺎﺣﯾﺔ أﺧرى‬.‫ﺿﯾﻘﺔ ﺑﻣﺎ ﯾﻛﻔﻲ ﻟﺟﻌﻠﮭﺎ ﻗﺎﺑﻠﺔ ﻟﻺدارة‬
‫ﺗﺣﺗوي ﺑﯾﺎﻧﺎت اﻟﻣﺷﻛﻠﺔ ﻋﻠﻰ ﻗﯾود ﻛﺎﻓﯾﺔ ﻟﺟﻌل اﻟﻣﺷروع ﻗﺎﺑﻼ ﻟﻺدارة‬manageable
Point of View – Problem Statement
• A Point Of view (POV) is a meaningful and actionable problem statement, which will allow you to ideate in a goal-
oriented manner.
• .‫ واﻟذي ﺳﯾﺳﻣﺢ ﻟك ﺑﺎﻟﺗﻔﻛﯾر ﺑطرﯾﻘﺔ ﻣوﺟﮭﺔ ﻧﺣو اﻟﮭدف‬، ‫ھو ﺑﯾﺎن ﻣﺷﻛﻠﺔ ھﺎدف وﻗﺎﺑل ﻟﻠﺗﻧﻔﯾذ‬
• Your POV captures your design vision by defining the RIGHT challenge to address in the ideation sessions. ‫ؤﯾﺔ اﻟﺗﺻﻣﯾم‬
.‫اﻟﺧﺎﺻﺔ ﺑك ﻣن ﺧﻼل ﺗﺣدﯾد اﻟﺗﺣدي اﻟﺻﺣﯾﺢ اﻟذي ﯾﺟب ﻣﻌﺎﻟﺟﺗﮫ ﻓﻲ ﺟﻠﺳﺎت اﻟﺗﻔﻛﯾر‬
• A POV involves reframing a design challenge into an actionable problem statement.
• ‫ﯾﺗﺿﻣن إﻋﺎدة ﺻﯾﺎﻏﺔ ﺗﺣدي اﻟﺗﺻﻣﯾم إﻟﻰ ﺑﯾﺎن ﻣﺷﻛﻠﺔ ﻗﺎﺑل ﻟﻠﺗﻧﻔﯾذ‬
• You articulate a POV by combining your knowledge about the user you are designing for, his or her needs and the
insights which you’ve come to know in your research or Empathize mode.
• .‫ﯾﻣﻛﻧك ﺗوﺿﯾﺢ وﺟﮭﺔ ﻧظر ﻣن ﺧﻼل اﻟﺟﻣﻊ ﺑﯾن ﻣﻌرﻓﺗك ﺑﺎﻟﻣﺳﺗﺧدم اﻟذي ﺗﺻﻣم ﻟﮫ واﺣﺗﯾﺎﺟﺎﺗﮫ واﻟرؤى اﻟﺗﻲ ﺗﻌرﻓت ﻋﻠﯾﮭﺎ ﻓﻲ ﺑﺣﺛك أو وﺿﻊ اﻟﺗﻌﺎطف‬
• . Your POV should be an actionable problem statement that will drive the rest of your design work
• ‫ﻋﺑﺎرة ﻋن ﺑﯾﺎن ﻣﺷﻛﻠﺔ ﻗﺎﺑل ﻟﻠﺗﻧﻔﯾذ ﻣن ﺷﺄﻧﮫ أن ﯾﻘود ﺑﻘﯾﺔ أﻋﻣﺎل اﻟﺗﺻﻣﯾم اﻟﺧﺎﺻﺔ ﺑك‬
• You articulate a POV by combining these three elements – user, need, and insight. You can articulate your POV by
inserting your information about your user, the needs and your insights in the following sentence: [User . . .
(descriptive)] needs [need . . . (verb)] because [insight. . . (compelling)
• ‫ﯾﻣﻛﻧك اﻟﺗﻌﺑﯾر ﻋن‬POV ‫ ﯾﻣﻛﻧك ﺗوﺿﯾﺢ وﺟﮭﺔ ﻧظرك ﻋن طرﯾق إدراج‬.‫ اﻟﻣﺳﺗﺧدم واﻟﺣﺎﺟﺔ واﻟﺑﺻﯾرة‬- ‫ﻣن ﺧﻼل اﻟﺟﻣﻊ ﺑﯾن ھذه اﻟﻌﻧﺎﺻر اﻟﺛﻼﺛﺔ‬
. . .‫ )ﻓﻌل([ ﻷن ]اﻟﺑﺻﯾرة‬. . . ‫ )وﺻﻔﻲ([ ﯾﺣﺗﺎج ]ﺑﺣﺎﺟﺔ‬. . .‫ ]اﻟﻣﺳﺗﺧدم‬:‫ﻣﻌﻠوﻣﺎﺗك ﺣول اﻟﻣﺳﺗﺧدم واﻻﺣﺗﯾﺎﺟﺎت واﻟرؤى اﻟﺧﺎﺻﺔ ﺑك ﻓﻲ اﻟﺟﻣﻠﺔ اﻟﺗﺎﻟﯾﺔ‬
(‫)ﻣﻘﻧﻌﺔ‬
 Interpretation Techniques

• Empathy Mapping Technique

• Affinity Diagram Technique
• Cause and Effect Diagram Technique
• Mind-Mapping Technique
• Journey Maps Technique
• ‫ﺗﻘﻧﯾﺔ رﺳم ﺧراﺋط اﻟﺗﻌﺎطف‬
• ‫ﺗﻘﻧﯾﺔ ﻣﺧطط اﻟﺗﻘﺎرب‬
• ‫ﺗﻘﻧﯾﺔ ﻣﺧطط اﻟﺳﺑب واﻟﻧﺗﯾﺟﺔ‬
• ‫ﺗﻘﻧﯾﺔ رﺳم اﻟﺧراﺋط اﻟذھﻧﯾﺔ‬
• ‫ﺗﻘﻧﯾﺔ ﺧراﺋط اﻟرﺣﻠﺔ‬
 Empathy Mapping Technique
• Design thinking is an empathy-driven methodology that promotes emotional design.
• .‫اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ھو ﻣﻧﮭﺟﯾﺔ ﯾﺣرﻛﮭﺎ اﻟﺗﻌﺎطف وﺗﻌزز اﻟﺗﺻﻣﯾم اﻟﻌﺎطﻔﻲ‬
• It requires treating people not as subscribers but as human beings who form emotional bonds to the
products, services, or spaces they use.
• .‫إﻧﮫ ﯾﺗطﻠب ﻣﻌﺎﻣﻠﺔ اﻟﻧﺎس ﻟﯾس ﻛﻣﺷﺗرﻛﯾن وﻟﻛن ﻛﺑﺷر ﯾﺷﻛﻠون رواﺑط ﻋﺎطﻔﯾﺔ ﻣﻊ اﻟﻣﻧﺗﺟﺎت أو اﻟﺧدﻣﺎت أو اﻟﻣﺳﺎﺣﺎت اﻟﺗﻲ ﯾﺳﺗﺧدﻣوﻧﮭﺎ‬
• Therefore, in generating insights, design thinking teams should consider not only the needs and problems of
the target audience but also the emotions.
• ‫ ﯾﺟب ﻋﻠﻰ ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ اﻟﻧظر ﻟﯾس ﻓﻘط ﻓﻲ اﺣﺗﯾﺎﺟﺎت وﻣﺷﺎﻛل اﻟﺟﻣﮭور اﻟﻣﺳﺗﮭدف وﻟﻛن أﯾﺿﺎ ﻓﻲ‬، ‫ ﻋﻧد ﺗوﻟﯾد اﻷﻓﻛﺎر‬، ‫ﻟذﻟك‬
.‫اﻟﻌواطف‬
• They can apply the empathy mapping technique to uncover, visualize, and better understand the target
persona groups’ emotional experience in the current situation by synthesizing the research data.
• ‫ﯾﻣﻛﻧﮭم ﺗطﺑﯾق ﺗﻘﻧﯾﺔ رﺳم ﺧراﺋط اﻟﺗﻌﺎطف ﻟﻠﻛﺷف ﻋن اﻟﺗﺟرﺑﺔ اﻟﻌﺎطﻔﯾﺔ ﻟﻣﺟﻣوﻋﺎت اﻟﺷﺧﺻﯾﺎت اﻟﻣﺳﺗﮭدﻓﺔ وﺗﺻورھﺎ وﻓﮭﻣﮭﺎ ﺑﺷﻛل أﻓﺿل ﻓﻲ‬
.‫اﻟوﺿﻊ اﻟﺣﺎﻟﻲ ﻣن ﺧﻼل ﺗﺟﻣﯾﻊ ﺑﯾﺎﻧﺎت اﻟﺑﺣث‬
• It is a very effective tool to generate insights that are not obvious.
• .‫إﻧﮭﺎ أداة ﻓﻌﺎﻟﺔ ﻟﻠﻐﺎﯾﺔ ﻟﺗوﻟﯾد رؤى ﻏﯾر واﺿﺣﺔ‬
 Create an empathy map
• The goal of the empathy map in terms of customer experiences is to gain a deeper understanding of
customers, and their wants, needs, and expectations with regard to their interaction with your team,
business, and brand.
• ‫اﻟﮭدف ﻣن ﺧرﯾطﺔ اﻟﺗﻌﺎطف ﻣن ﺣﯾث ﺗﺟﺎرب اﻟﻌﻣﻼء ھو اﻛﺗﺳﺎب ﻓﮭم أﻋﻣق ﻟﻠﻌﻣﻼء ورﻏﺑﺎﺗﮭم واﺣﺗﯾﺎﺟﺎﺗﮭم وﺗوﻗﻌﺎﺗﮭم ﻓﯾﻣﺎ ﯾﺗﻌﻠق ﺑﺗﻔﺎﻋﻠﮭم ﻣﻊ‬
.‫ﻓرﯾﻘك وﻋﻣﻠك وﻋﻼﻣﺗك اﻟﺗﺟﺎرﯾﺔ‬
• Creating an empathy map can be simple and completed in less than thirty minutes, which makes it a doable
exercise to conduct during a staff meeting.
• .‫ ﻣﻣﺎ ﯾﺟﻌﻠﮫ ﺗﻣرﯾﻧﺎ ﻗﺎﺑﻼ ﻟﻠﺗﻧﻔﯾذ أﺛﻧﺎء اﺟﺗﻣﺎع اﻟﻣوظﻔﯾن‬، ‫ﯾﻣﻛن أن ﯾﻛون إﻧﺷﺎء ﺧرﯾطﺔ اﻟﺗﻌﺎطف ﺑﺳﯾطﺎ وﯾﻛﺗﻣل ﻓﻲ أﻗل ﻣن ﺛﻼﺛﯾن دﻗﯾﻘﺔ‬
• It is the perfect place to start your team’s training in designing customer experiences.
• .‫إﻧﮫ اﻟﻣﻛﺎن اﻟﻣﺛﺎﻟﻲ ﻟﺑدء ﺗدرﯾب ﻓرﯾﻘك ﻋﻠﻰ ﺗﺻﻣﯾم ﺗﺟﺎرب اﻟﻌﻣﻼء‬
• Ideally, you’ll conduct the Empathy Map exercise with a team of no more than ten and no fewer than four.
• .‫ ﺳﺗﺟري ﺗﻣرﯾن ﺧرﯾطﺔ اﻟﺗﻌﺎطف ﻣﻊ ﻓرﯾق ﻻ ﯾزﯾد ﻋن ﻋﺷرة وﻻ ﯾﻘل ﻋن أرﺑﻌﺔ‬، ‫ﻣن اﻟﻧﺎﺣﯾﺔ اﻟﻣﺛﺎﻟﯾﺔ‬
• If you are a sole proprietor or a young start-up with a very small team, consider asking your spouse, a
mentor, a friend, or any other trusted advisors and individuals to join you.
• ‫ ﻓﻔﻛر ﻓﻲ أن ﺗطﻠب ﻣن زوﺟﺗك أو ﻣرﺷدك أو ﺻدﯾﻘك أو أي ﻣﺳﺗﺷﺎرﯾن‬، ‫إذا ﻛﻧت ﻣﺎﻟﻛﺎ وﺣﯾدا أو ﺷرﻛﺔ ﻧﺎﺷﺋﺔ ﺷﺎﺑﺔ ﻣﻊ ﻓرﯾق ﺻﻐﯾر ﺟدا‬
.‫وأﻓراد آﺧرﯾن ﻣوﺛوق ﺑﮭم اﻻﻧﺿﻣﺎم إﻟﯾك‬
 Create an empathy map

• To start, you (or your moderator, if you choose to use one) will need a large whiteboard or flip chart and
markers in at least two colors.
• .‫ إذا اﺧﺗرت اﺳﺗﺧدام واﺣد( إﻟﻰ ﻟوح ﻣﻌﻠوﻣﺎت ﻛﺑﯾر أو ﻟوح ورﻗﻲ وﻋﻼﻣﺎت ﺑﻠوﻧﯾن ﻋﻠﻰ اﻷﻗل‬، ‫ ﺳﺗﺣﺗﺎج أﻧت )أو اﻟوﺳﯾط اﻟﺧﺎص ﺑك‬، ‫ﻟﻠﺑدء‬
• In the center of the board, draw something that represents your customer. I often use the ubiquitous “Hello,
my name is ___________” name badge with “Your Customer” in the blank.
• .‫ اﺳﻣﻲ ___" ﻓﻲ ﻛل ﻣﻛﺎن ﻣﻊ "ﻋﻣﯾﻠك" ﻓﻲ اﻟﻔراغ‬، ‫ ﻏﺎﻟﺑﺎ ﻣﺎ أﺳﺗﺧدم ﺷﺎرة اﻻﺳم "ﻣرﺣﺑﺎ‬.‫ ارﺳم ﺷﯾﺋﺎ ﯾﻣﺛل ﻋﻣﯾﻠك‬، ‫ﻓﻲ وﺳط اﻟﻠوﺣﺔ‬
• It’s easy to draw and everyone recognizes it.
• .‫ﻣن اﻟﺳﮭل اﻟرﺳم واﻟﺟﻣﯾﻊ ﯾﺗﻌرف ﻋﻠﯾﮫ‬
• Across the top of the board, write out the topic you want to address in the exercise.
• .‫ اﻛﺗب اﻟﻣوﺿوع اﻟذي ﺗرﯾد ﻣﻌﺎﻟﺟﺗﮫ ﻓﻲ اﻟﺗﻣرﯾن‬، ‫ﻓﻲ اﻟﺟزء اﻟﻌﻠوي ﻣن اﻟﻠوﺣﺔ‬
• In this case, it's “Our customer’s experience in our store/office and with our team.”
• ."‫ ﻣﻛﺗﺑﻧﺎ وﻣﻊ ﻓرﯾﻘﻧﺎ‬/ ‫ إﻧﮭﺎ "ﺗﺟرﺑﺔ ﻋﻣﻼﺋﻧﺎ ﻓﻲ ﻣﺗﺟرﻧﺎ‬، ‫ﻓﻲ ھذه اﻟﺣﺎﻟﺔ‬
 Create an empathy map
• Then divide the remainder of your board into six sections, radiating out from the name badge image. ‫ ﺗﺷﻊ ﻣن‬، ‫ﺛم ﻗﺳم ﻣﺎ ﺗﺑﻘﻰ ﻣن اﻟﻠوﺣﺔ إﻟﻰ ﺳﺗﺔ أﻗﺳﺎم‬
.‫ﺻورة ﺷﺎرة اﻻﺳم‬
• Label the sections “Thinking,” “Hearing,” “Saying,” “Doing,” “Seeing,” and “Feeling.”
• ."‫ﻗم ﺑﺗﺳﻣﯾﺔ اﻷﻗﺳﺎم "اﻟﺗﻔﻛﯾر" و "اﻟﺳﻣﻊ" و "اﻟﻘول" و "اﻟﻔﻌل" و "اﻟرؤﯾﺔ" و "اﻟﺷﻌور‬
• Now it’s time to put on those metaphorical shoes and start walking.
• .‫اﻵن ﺣﺎن اﻟوﻗت ﻻرﺗداء ﺗﻠك اﻷﺣذﯾﺔ اﻟﻣﺟﺎزﯾﺔ واﻟﺑدء ﻓﻲ اﻟﻣﺷﻲ‬
• Have everyone participating imagine him- or herself as your customer with the intent of populating the diagram with real sensory experiences
from the customer’s point of view.
• .‫اطﻠب ﻣن ﺟﻣﯾﻊ اﻟﻣﺷﺎرﻛﯾن ﺗﺧﯾل ﻧﻔﺳﮫ ﻛﻌﻣﯾل ﻟك ﺑﻘﺻد ﻣلء اﻟرﺳم اﻟﺑﯾﺎﻧﻲ ﺑﺗﺟﺎرب ﺣﺳﯾﺔ ﺣﻘﯾﻘﯾﺔ ﻣن وﺟﮭﺔ ﻧظر اﻟﻌﻣﯾل‬
• You can start populating the diagram from any section, and the order in which you fill it in doesn’t matter.
• .‫ وﻻ ﯾﮭم اﻟﺗرﺗﯾب اﻟذي ﺗﻣﻸه ﺑﮫ‬، ‫ﯾﻣﻛﻧك اﻟﺑدء ﻓﻲ ﻣلء اﻟرﺳم اﻟﺗﺧطﯾطﻲ ﻣن أي ﻗﺳم‬
• In fact, you may find yourself and your team jumping among sections as the responses flow.
• .‫ ﻗد ﺗﺟد ﻧﻔﺳك وﻓرﯾﻘك ﯾﻘﻔزون ﺑﯾن اﻷﻗﺳﺎم ﻣﻊ ﺗدﻓق اﻟردود‬، ‫ﻓﻲ اﻟواﻗﻊ‬
• Note the most common question from participants at the beginning of this exercise is
• ‫ﻻﺣظ أن اﻟﺳؤال اﻷﻛﺛر ﺷﯾوﻋﺎ ﻣن اﻟﻣﺷﺎرﻛﯾن ﻓﻲ ﺑداﯾﺔ ھذا اﻟﺗﻣرﯾن ھو‬
• “Are we saying what the customer is thinking/hearing/saying/doing/seeing/feeling now,
• ، ‫ ﯾﺷﻌر ﺑﮫ اﻵن‬/ ‫ ﯾراه‬/ ‫ ﯾﻔﻌﻠﮫ‬/ ‫ ﯾﻘوﻟﮫ‬/ ‫ ﯾﺳﻣﻌﮫ‬/ ‫"ھل ﻧﻘول ﻣﺎ ﯾﻔﻛر ﻓﯾﮫ اﻟﻌﻣﯾل‬
• or do we say what we want the customer to think/hear/say/do/see/ feel?”
• This is an extremely valid question and begs for clarification. ‫ ﯾﺷﻌر ﺑﮫ؟ ھذا ﺳؤال وﺟﯾﮫ ﻟﻠﻐﺎﯾﺔ‬/ ‫ ﯾرى‬/ ‫ ﯾﻔﻌﻠﮫ‬/ ‫ ﯾﻘوﻟﮫ‬/ ‫ ﯾﺳﻣﻌﮫ‬/ ‫أم ﻧﻘول ﻣﺎ ﻧرﯾد أن ﯾﻔﻛر ﻓﯾﮫ اﻟﻌﻣﯾل‬
.‫وﯾطﻠب اﻟﺗوﺿﯾﺢ‬
 Create an empathy map
• In space saturate and group, designers collate their observations and findings into one place, to
create a collage of experiences, thoughts, insights, and stories.
• ‫ ﻹﻧﺷﺎء ﻣﺟﻣوﻋﺔ ﻣن اﻟﺗﺟﺎرب‬، ‫ ﯾﻘوم اﻟﻣﺻﻣﻣون ﺑﺗﺟﻣﯾﻊ ﻣﻼﺣظﺎﺗﮭم وﻧﺗﺎﺋﺟﮭم ﻓﻲ ﻣﻛﺎن واﺣد‬، ‫ﻓﻲ اﻟﻔﺿﺎء اﻟﻣﺷﺑﻊ واﻟﺟﻣﺎﻋﻲ‬
.‫واﻷﻓﻛﺎر واﻟرؤى واﻟﻘﺻص‬
• The term 'saturate' describes the way in which the entire team covers or saturates the display
with their collective images, notes, observations, data, experiences, interviews, thoughts,
insights, and stories in order to create a wall of information to inform the problem-defining
process.
• ‫ﯾﺻف ﻣﺻطﻠﺢ "اﻟﺗﺷﺑﻊ" اﻟطرﯾﻘﺔ اﻟﺗﻲ ﯾﻐطﻲ ﺑﮭﺎ اﻟﻔرﯾق ﺑﺄﻛﻣﻠﮫ أو ﯾﺷﺑﻊ اﻟﻌرض ﺑﺻورھم اﻟﺟﻣﺎﻋﯾﺔ وﻣﻼﺣظﺎﺗﮭم وﻣﻼﺣظﺎﺗﮭم‬
.‫وﺑﯾﺎﻧﺎﺗﮭم وﺧﺑراﺗﮭم وﻣﻘﺎﺑﻼﺗﮭم وأﻓﻛﺎرھم ورؤاھم وﻗﺻﺻﮭم ﻣن أﺟل إﻧﺷﺎء ﺟدار ﻣن اﻟﻣﻌﻠوﻣﺎت ﻹﺑﻼغ ﻋﻣﻠﯾﺔ ﺗﺣدﯾد اﻟﻣﺷﻛﻠﺔ‬
• It will then be possible to draw connections between these individual elements, or nodes, to
connect the dots, and to develop new and deeper insights, which help define the problem(s) and
develop potential solutions.
• ، ‫ وﺗطوﯾر رؤى ﺟدﯾدة وأﻋﻣق‬، ‫ ﻟرﺑط اﻟﻧﻘﺎط‬، ‫ أو اﻟﻌﻘد‬، ‫ﺳﯾﻛون ﻣن اﻟﻣﻣﻛن ﺑﻌد ذﻟك رﺳم رواﺑط ﺑﯾن ھذه اﻟﻌﻧﺎﺻر اﻟﻔردﯾﺔ‬
.‫واﻟﺗﻲ ﺗﺳﺎﻋد ﻓﻲ ﺗﺣدﯾد اﻟﻣﺷﻛﻠﺔ )اﻟﻣﺷﻛﻼت( وﺗطوﯾر اﻟﺣﻠول اﻟﻣﺣﺗﻣﻠﺔ‬
• In other words: go from analysis to synthesis.
• .‫ اﻧﺗﻘل ﻣن اﻟﺗﺣﻠﯾل إﻟﻰ اﻟﺗوﻟﯾف‬:‫ﺑﻣﻌﻧﻰ آﺧر‬
 Empathy Mapping
An empathy map consists of four quadrants laid out on a board, paper or table, which reflect the four
key traits that the users demonstrated/possessed during the observation stage.
The four quadrants refer to what the users: Said, Did, Thought, and Felt.
Determining what the users said and did are relatively easy; however, determining what they thought
and felt is based on careful observation of how they behaved and responded to certain activities,
suggestions, conversations etc. (including subtle cues such as body language displayed and the tone
of voice used)
‫ واﻟﺗﻲ ﺗﻌﻛس اﻟﺳﻣﺎت اﻟرﺋﯾﺳﯾﺔ اﻷرﺑﻊ اﻟﺗﻲ أظﮭرھﺎ‬، ‫ﺗﺗﻛون ﺧرﯾطﺔ اﻟﺗﻌﺎطف ﻣن أرﺑﻌﺔ أرﺑﺎع ﻣوﺿوﻋﺔ ﻋﻠﻰ ﻟوح أو ورﻗﺔ أو طﺎوﻟﺔ‬
‫ ﺗﺣدﯾد ﻣﺎ‬.‫ وﺷﻌر‬، ‫ ﻓﻛر‬، ‫ ﻓﻌل‬، ‫ ﻗﺎل‬:‫ ﺗﺷﯾر اﻷرﺑﺎع اﻷرﺑﻌﺔ إﻟﻰ ﻣﺎ ﻗﺎﻟﮫ اﻟﻣﺳﺗﺧدﻣون‬.‫ اﻣﺗﻠﻛوھﺎ ﺧﻼل ﻣرﺣﻠﺔ اﻟﻣراﻗﺑﺔ‬/ ‫اﻟﻣﺳﺗﺧدﻣون‬
‫ ﻓﺈن ﺗﺣدﯾد ﻣﺎ ﻓﻛروا ﺑﮫ وﺷﻌروا ﺑﮫ ﯾﻌﺗﻣد ﻋﻠﻰ اﻟﻣﻼﺣظﺔ اﻟدﻗﯾﻘﺔ ﻟﻛﯾﻔﯾﺔ ﺗﺻرﻓﮭم‬، ‫ وﻣﻊ ذﻟك‬.‫ﻗﺎﻟﮫ اﻟﻣﺳﺗﺧدﻣون وﻓﻌﻠوه ﺳﮭل ﻧﺳﺑﯾﺎ‬
‫واﺳﺗﺟﺎﺑﺗﮭم ﻟﺑﻌض اﻷﻧﺷطﺔ واﻻﻗﺗراﺣﺎت واﻟﻣﺣﺎدﺛﺎت وﻣﺎ إﻟﻰ ذﻟك )ﺑﻣﺎ ﻓﻲ ذﻟك اﻹﺷﺎرات اﻟدﻗﯾﻘﺔ ﻣﺛل ﻟﻐﺔ اﻟﺟﺳد اﻟﻣﻌروﺿﺔ وﻧﺑرة‬
(‫اﻟﺻوت اﻟﻣﺳﺗﺧدﻣﺔ‬
 Empathy Mapping
• Empathy maps should be prepared for each persona group by applying the following steps: ‫ﯾﺟب إﻋداد ﺧراﺋط اﻟﺗﻌﺎطف ﻟﻛل‬
:‫ﻣﺟﻣوﻋﺔ ﺷﺧﺻﯾﺔ ﻣن ﺧﻼل ﺗطﺑﯾق اﻟﺧطوات اﻟﺗﺎﻟﯾﺔ‬
• An empathy mapping sheet is hung on the whiteboard for the selected persona.
• .‫ﯾﺗم ﺗﻌﻠﯾق ورﻗﺔ رﺳم ﺧراﺋط اﻟﺗﻌﺎطف ﻋﻠﻰ اﻟﺳﺑورة اﻟﺑﯾﺿﺎء ﻟﻠﺷﺧﺻﯾﺔ اﻟﻣﺣددة‬
• The team analyzes research data about the persona and discusses his feelings about the current situation.
• .‫ﯾﺣﻠل اﻟﻔرﯾق ﺑﯾﺎﻧﺎت اﻟﺑﺣث ﺣول اﻟﺷﺧﺻﯾﺔ وﯾﻧﺎﻗش ﻣﺷﺎﻋره ﺣول اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‬
• The team also notes the impressions of his influencers.
• .‫ﯾﻼﺣظ اﻟﻔرﯾق أﯾﺿﺎ اﻧطﺑﺎﻋﺎت اﻟﻣؤﺛرﯾن ﻋﻠﯾﮫ‬
• Video recordings of the research phase are very helpful at this stage.
• .‫ﺗﺳﺟﯾﻼت اﻟﻔﯾدﯾو ﻟﻣرﺣﻠﺔ اﻟﺑﺣث ﻣﻔﯾدة ﻟﻠﻐﺎﯾﺔ ﻓﻲ ھذه اﻟﻣرﺣﻠﺔ‬
• Team members then fill in each section of the empathy mapping sheet.
• .‫ﺛم ﯾﻣﻸ أﻋﺿﺎء اﻟﻔرﯾق ﻛل ﻗﺳم ﻣن ورﻗﺔ رﺳم ﺧراﺋط اﻟﺗﻌﺎطف‬
• They repeat these steps for each persona group.
• .‫ﯾﻛررون ھذه اﻟﺧطوات ﻟﻛل ﻣﺟﻣوﻋﺔ ﺷﺧﺻﯾﺔ‬
• Finally, they analyze all of the notes on the empathy maps and generate actionable insights from the most prominent
emotional issues.
• .‫ ﯾﻘوﻣون ﺑﺗﺣﻠﯾل ﺟﻣﯾﻊ اﻟﻣﻼﺣظﺎت ﻋﻠﻰ ﺧراﺋط اﻟﺗﻌﺎطف وإﻧﺷﺎء رؤى ﻗﺎﺑﻠﺔ ﻟﻠﺗﻧﻔﯾذ ﻣن أﺑرز اﻟﻘﺿﺎﯾﺎ اﻟﻌﺎطﻔﯾﺔ‬، ‫أﺧﯾرا‬
Examples of Affinity Mapping
 Affinity Diagram Technique
• The affinity diagram is a popular technique for grouping large amounts of research data under specific categories
and then generating insights by analyzing the connections among these groupings.
• ‫ﯾﻌد ﻣﺧطط اﻟﺗﻘﺎرب أﺳﻠوﺑﺎ ﺷﺎﺋﻌﺎ ﻟﺗﺟﻣﯾﻊ ﻛﻣﯾﺎت ﻛﺑﯾرة ﻣن ﺑﯾﺎﻧﺎت اﻟﺑﺣث ﺿﻣن ﻓﺋﺎت ﻣﺣددة ﺛم ﺗوﻟﯾد رؤى ﻣن ﺧﻼل ﺗﺣﻠﯾل اﻟرواﺑط ﺑﯾن ھذه‬
.‫اﻟﻣﺟﻣوﻋﺎت‬
• The affinity diagram technique is applied as follows: ‫ﯾﺗم ﺗطﺑﯾق ﺗﻘﻧﯾﺔ ﻣﺧطط اﻟﺗﻘﺎرب ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‬
• The team first writes each research finding on a separate sticky note and places them all on a white-board. ‫ﯾﻛﺗب‬
.‫اﻟﻔرﯾق أوﻻ ﻛل ﻧﺗﯾﺟﺔ ﺑﺣﺛﯾﺔ ﻋﻠﻰ ﻣﻼﺣظﺔ ﻻﺻﻘﺔ ﻣﻧﻔﺻﻠﺔ وﯾﺿﻌﮭﺎ ﺟﻣﯾﻌﺎ ﻋﻠﻰ ﻟوﺣﺔ ﺑﯾﺿﺎء‬
• . Then sticky notes are grouped together depending on the correlation among them
• ‫ﺛم ﯾﺗم ﺗﺟﻣﯾﻊ اﻟﻣﻼﺣظﺎت اﻟﻼﺻﻘﺔ ﻣﻌﺎ اﻋﺗﻣﺎدا ﻋﻠﻰ اﻻرﺗﺑﺎط ﻓﯾﻣﺎ ﺑﯾﻧﮭﺎ‬
• The team assigns a category name to each group. ‫ﯾﻘوم اﻟﻔرﯾق ﺑﺗﻌﯾﯾن اﺳم ﻓﺋﺔ ﻟﻛل ﻣﺟﻣوﻋﺔ‬
• Then the team starts to identify the relationships between each category and, if possible, reorganizes them under
super ‫ ﯾﻌﯾد ﺗﻧظﯾﻣﮭﺎ ﺗﺣت‬، ‫ وإذا أﻣﻛن‬، ‫ ﺛم ﯾﺑدأ اﻟﻔرﯾق ﻓﻲ ﺗﺣدﯾد اﻟﻌﻼﻗﺎت ﺑﯾن ﻛل ﻓﺋﺔ‬super
• headers..‫رؤوس‬
• The team analyzes the affinity diagram and explores patterns among the research data based on similarities,
dependencies and repetitions.
• Finally, the team uses these patterns to generate actionable insights.
• ‫ ﯾﺳﺗﺧدم اﻟﻔرﯾق ھذه اﻷﻧﻣﺎط‬، ‫ أﺧﯾرا‬.‫ﯾﺣﻠل اﻟﻔرﯾق ﻣﺧطط اﻟﺗﻘﺎرب وﯾﺳﺗﻛﺷف اﻷﻧﻣﺎط ﺑﯾن ﺑﯾﺎﻧﺎت اﻟﺑﺣث ﺑﻧﺎء ﻋﻠﻰ أوﺟﮫ اﻟﺗﺷﺎﺑﮫ واﻟﺗﺑﻌﯾﺎت واﻟﺗﻛرار‬
.‫ﻹﻧﺷﺎء رؤى ﻗﺎﺑﻠﺔ ﻟﻠﺗﻧﻔﯾذ‬
Examples of Affinity Diagram
 Cause and Effect Diagram Technique
• Insights are usually driven by the root causes of problems that were
identified during the research phase.
• .‫ﻋﺎدة ﻣﺎ ﺗﻛون اﻟرؤى ﻣدﻓوﻋﺔ ﺑﺎﻷﺳﺑﺎب اﻟﺟذرﯾﺔ ﻟﻠﻣﺷﺎﻛل اﻟﺗﻲ ﺗم ﺗﺣدﯾدھﺎ ﺧﻼل ﻣرﺣﻠﺔ اﻟﺑﺣث‬
• Design thinking teams may sometimes feel desperate when they confront
tough problems.
• .‫ﻗد ﺗﺷﻌر ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ أﺣﯾﺎﻧﺎ ﺑﺎﻟﯾﺄس ﻋﻧدﻣﺎ ﺗواﺟﮫ ﻣﺷﺎﻛل ﺻﻌﺑﺔ‬
• At those times, instead of giving up early, they should keep an optimistic
attitude and remember the advice of Henry Ford, who said, “There are no
big problems; there are just a lot of little problems.”
• ‫ ﯾﺟب ﻋﻠﯾﮭم اﻟﺣﻔﺎظ ﻋﻠﻰ ﻣوﻗف ﻣﺗﻔﺎﺋل وﺗذﻛر ﻧﺻﯾﺣﺔ‬، ‫ ﺑدﻻ ﻣن اﻻﺳﺗﺳﻼم ﻣﺑﻛرا‬، ‫ﻓﻲ ﺗﻠك اﻷوﻗﺎت‬
."‫ ھﻧﺎك اﻟﻛﺛﯾر ﻣن اﻟﻣﺷﺎﻛل اﻟﺻﻐﯾرة‬.‫ "ﻻ ﺗوﺟد ﻣﺷﺎﻛل ﻛﺑﯾرة‬، ‫ اﻟذي ﻗﺎل‬، ‫ھﻧري ﻓورد‬
 Cause and Effect Diagram Technique
• Design thinking teams can apply this functional decomposition approach by dividing problems into smaller
parts and then analyzing the root causes behind them.
• ‫ﯾﻣﻛن ﻟﻔرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﺗطﺑﯾق ﻧﮭﺞ اﻟﺗﺣﻠل اﻟوظﯾﻔﻲ ھذا ﻋن طرﯾق ﺗﻘﺳﯾم اﻟﻣﺷﻛﻼت إﻟﻰ أﺟزاء أﺻﻐر ﺛم ﺗﺣﻠﯾل اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ‬
.‫وراءھﺎ‬
• This approach is very similar to the style of cubist artists such as Pablo Picasso, whose challenge was painting
three-dimensional objects on a two dimensional canvas.
• ‫ اﻟذي ﻛﺎن اﻟﺗﺣدي اﻟذي ﻛﺎن ﺗﺣدﯾﮫ ھو رﺳم أﺷﯾﺎء ﺛﻼﺛﯾﺔ اﻷﺑﻌﺎد ﻋﻠﻰ‬، ‫ﯾﺷﺑﮫ ھذا اﻟﻧﮭﺞ إﻟﻰ ﺣد ﻛﺑﯾر أﺳﻠوب اﻟﻔﻧﺎﻧﯾن اﻟﺗﻛﻌﯾﺑﯾﯾن ﻣﺛل ﺑﺎﺑﻠو ﺑﯾﻛﺎﺳو‬
.‫ﻗﻣﺎش ﺛﻧﺎﺋﻲ اﻷﺑﻌﺎد‬
• Cubists achieved this by deconstructing objects and reforming them as multi-layered arrangements that
show them from different viewpoints.
• .‫ﺣﻘق اﻟﺗﻛﻌﯾﺑﯾون ذﻟك ﻣن ﺧﻼل ﺗﻔﻛﯾك اﻷﺷﯾﺎء وإﺻﻼﺣﮭﺎ ﻛﺗرﺗﯾﺑﺎت ﻣﺗﻌددة اﻟطﺑﻘﺎت ﺗظﮭرھﺎ ﻣن وﺟﮭﺎت ﻧظر ﻣﺧﺗﻠﻔﺔ‬
• Design thinking teams can also use the five whys technique, which is iteratively asking questions and using
the answers as the basis of the next question until they find the root causes of a particular problem.
• ‫ وھﻲ طرح اﻷﺳﺋﻠﺔ ﺑﺷﻛل ﻣﺗﻛرر واﺳﺗﺧدام اﻹﺟﺎﺑﺎت ﻛﺄﺳﺎس ﻟﻠﺳؤال‬، ‫ﯾﻣﻛن ﻟﻔرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ أﯾﺿﺎ اﺳﺗﺧدام ﺗﻘﻧﯾﺔ اﻷﺳﺑﺎب اﻟﺧﻣﺳﺔ‬
.‫اﻟﺗﺎﻟﻲ ﺣﺗﻰ ﯾﺟدوا اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ ﻟﻣﺷﻛﻠﺔ ﻣﻌﯾﻧﺔ‬
 Cause and Effect Diagram Technique
• A more visual technique that can be applied to deconstruct and analyze problems is cause and effect
diagram.
• .‫ﺗﻘﻧﯾﺔ أﻛﺛر ﺑﺻرﯾﺔ ﯾﻣﻛن ﺗطﺑﯾﻘﮭﺎ ﻟﺗﻔﻛﯾك وﺗﺣﻠﯾل اﻟﻣﺷﺎﻛل ھﻲ ﻣﺧطط اﻟﺳﺑب واﻟﻧﺗﯾﺟﺔ‬
• The problem (effect) is written on the right side of the diagram.
• .‫اﻟﻣﺷﻛﻠﺔ )اﻟﺗﺄﺛﯾر( ﻣﻛﺗوﺑﺔ ﻋﻠﻰ اﻟﺟﺎﻧب اﻷﯾﻣن ﻣن اﻟرﺳم اﻟﺗﺧطﯾطﻲ‬
• The main causes of the problem are listed on the left side, under different categories, in a fish bone
structure.
• .‫ ﻓﻲ ﺑﻧﯾﺔ ﻋظم اﻟﺳﻣﻛﺔ‬، ‫ ﺗﺣت ﻓﺋﺎت ﻣﺧﺗﻠﻔﺔ‬، ‫ﯾﺗم ﺳرد اﻷﺳﺑﺎب اﻟرﺋﯾﺳﯾﺔ ﻟﻠﻣﺷﻛﻠﺔ ﻋﻠﻰ اﻟﺟﺎﻧب اﻷﯾﺳر‬
• Detailed root causes are listed under each associated main category.
• ‫ﯾﺗم ﺳرد اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ اﻟﺗﻔﺻﯾﻠﯾﺔ ﺗﺣت ﻛل ﻓﺋﺔ رﺋﯾﺳﯾﺔ ﻣرﺗﺑطﺔ‬
• Finally, the relationship between the problem and its possible causes are analyzed to generate insights.
• .‫ ﯾﺗم ﺗﺣﻠﯾل اﻟﻌﻼﻗﺔ ﺑﯾن اﻟﻣﺷﻛﻠﺔ وأﺳﺑﺎﺑﮭﺎ اﻟﻣﺣﺗﻣﻠﺔ ﻟﺗوﻟﯾد رؤى‬، ‫أﺧﯾرا‬
Example of Cause and Effect Diagram Technique
 Mind-Mapping Technique
• Mind-mapping is another popular technique to break down complex problems into smaller parts and use them to drive actionable
insights.
• .‫ﯾﻌد رﺳم اﻟﺧراﺋط اﻟذھﻧﯾﺔ أﺳﻠوﺑﺎ ﺷﺎﺋﻌﺎ آﺧر ﻟﺗﻘﺳﯾم اﻟﻣﺷﻛﻼت اﻟﻣﻌﻘدة إﻟﻰ أﺟزاء أﺻﻐر واﺳﺗﺧداﻣﮭﺎ ﻟدﻓﻊ رؤى ﻗﺎﺑﻠﺔ ﻟﻠﺗﻧﻔﯾذ‬
• The mind mapping technique is applied as follows:
• :‫ﯾﺗم ﺗطﺑﯾق ﺗﻘﻧﯾﺔ رﺳم اﻟﺧراﺋط اﻟذھﻧﯾﺔ ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‬
• Setup a whiteboard, markers, and sticky notes or download a mind mapping tool.
• .‫ﻗم ﺑﺈﻋداد ﻟوح ﻣﻌﻠوﻣﺎت وﻋﻼﻣﺎت وﻣﻼﺣظﺎت ﻻﺻﻘﺔ أو ﻗم ﺑﺗﻧزﯾل أداة رﺳم اﻟﺧراﺋط اﻟذھﻧﯾﺔ‬
• Write the problem as a keyword at the center of the map.
• .‫اﻛﺗب اﻟﻣﺷﻛﻠﺔ ﻛﻛﻠﻣﺔ أﺳﺎﺳﯾﺔ ﻓﻲ وﺳط اﻟﺧرﯾطﺔ‬
• Position it as the main topic (problem).
• .(‫ﺿﻌﮫ ﻛﻣوﺿوع رﺋﯾﺳﻲ )ﻣﺷﻛﻠﺔ‬
• Separate the main topic into simpler first-level subtopics (root causes of the problem).
• .(‫اﻓﺻل اﻟﻣوﺿوع اﻟرﺋﯾﺳﻲ إﻟﻰ ﻣواﺿﯾﻊ ﻓرﻋﯾﺔ أﺑﺳط ﻣن اﻟﻣﺳﺗوى اﻷول )اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ ﻟﻠﻣﺷﻛﻠﺔ‬
• Use simple visual elements to represent each first-level subtopic. .‫ﺳﺗﺧدم ﻋﻧﺎﺻر ﻣرﺋﯾﺔ ﺑﺳﯾطﺔ ﻟﺗﻣﺛﯾل ﻛل ﻣوﺿوع ﻓرﻋﻲ ﻣن اﻟﻣﺳﺗوى اﻷول‬
• Connect first-level subtopics to the main topic with tree branches. ‫ﻗم ﺑﺗوﺻﯾل اﻟﻣوﺿوﻋﺎت اﻟﻔرﻋﯾﺔ ﻣن اﻟﻣﺳﺗوى اﻷول ﺑﺎﻟﻣوﺿوع اﻟرﺋﯾﺳﻲ ﺑﻔروع‬
.‫اﻷﺷﺟﺎر‬
• Continue to elaborate these topics into second- third- and nth-level subtopics based on more detailed cause and effect
relationships.
• .‫اﺳﺗﻣر ﻓﻲ ﺗطوﯾر ھذه اﻟﻣوﺿوﻋﺎت ﻓﻲ ﻣوﺿوﻋﺎت ﻓرﻋﯾﺔ ﻣن اﻟﻣﺳﺗوى اﻟﺛﺎﻧﻲ واﻟﺛﺎﻟث واﻟﺗﺎﺳﻊ ﺑﻧﺎء ﻋﻠﻰ ﻋﻼﻗﺎت اﻟﺳﺑب واﻟﻧﺗﯾﺟﺔ اﻷﻛﺛر ﺗﻔﺻﯾﻼ‬
• When the tree diagram is ready, generate insights by analyzing subtopics and their linkage to each other.
• .‫ ﻗم ﺑﺈﻧﺷﺎء رؤى ﻣن ﺧﻼل ﺗﺣﻠﯾل اﻟﻣوﺿوﻋﺎت اﻟﻔرﻋﯾﺔ ورﺑطﮭﺎ ﺑﺑﻌﺿﮭﺎ اﻟﺑﻌض‬،‫ﻋﻧدﻣﺎ ﯾﻛون اﻟرﺳم اﻟﺗﺧطﯾطﻲ اﻟﺷﺟري ﺟﺎھزا‬
Example of Mind mapping technique
Example of Mind Mapping technique
 Journey Maps Technique
• Journey mapping is an effective technique to visualize and evaluate the end-to-end experience of users
during their engagement with a product or service at different touch points.
• ‫ﯾﻌد ﺗﺧطﯾط اﻟرﺣﻠﺔ ﺗﻘﻧﯾﺔ ﻓﻌﺎﻟﺔ ﻟﺗﺻور وﺗﻘﯾﯾم اﻟﺗﺟرﺑﺔ اﻟﺷﺎﻣﻠﺔ ﻟﻠﻣﺳﺗﺧدﻣﯾن أﺛﻧﺎء ﺗﻔﺎﻋﻠﮭم ﻣﻊ ﻣﻧﺗﺞ أو ﺧدﻣﺔ ﻓﻲ ﻧﻘﺎط اﺗﺻﺎل ﻣﺧﺗﻠﻔﺔ‬
• It provides a holistic representation of each persona group’s experience, emotions, motivation, and
satisfaction level at each part of the interaction.
• .‫ﯾوﻓر ﺗﻣﺛﯾﻼ ﺷﺎﻣﻼ ﻟﺗﺟرﺑﺔ ﻛل ﻣﺟﻣوﻋﺔ ﺷﺧﺻﯾﺔ وﻋواطﻔﮭﺎ ودواﻓﻌﮭﺎ وﻣﺳﺗوى رﺿﺎھﺎ ﻓﻲ ﻛل ﺟزء ﻣن اﻟﺗﻔﺎﻋل‬
• For instance, the activities of customers in the various channels of a utility services company as they search
for service details, apply for subscriptions on the web page, complete the subscription at a dealer by signing
a contract, get an invoice via e-mail, and make inquiries via the call center can be visualized and evaluated by
using the journey mapping technique
• ‫ واﻟﺗﻘدم‬، ‫ ﯾﻣﻛن ﺗﺻور وﺗﻘﯾﯾم أﻧﺷطﺔ اﻟﻌﻣﻼء ﻓﻲ اﻟﻘﻧوات اﻟﻣﺧﺗﻠﻔﺔ ﻟﺷرﻛﺔ ﺧدﻣﺎت اﻟﻣراﻓق أﺛﻧﺎء ﺑﺣﺛﮭم ﻋن ﺗﻔﺎﺻﯾل اﻟﺧدﻣﺔ‬، ‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫ واﻟﺣﺻول ﻋﻠﻰ ﻓﺎﺗورة ﻋﺑر اﻟﺑرﯾد‬، ‫ وإﻛﻣﺎل اﻻﺷﺗراك ﻟدى اﻟوﻛﯾل ﻣن ﺧﻼل ﺗوﻗﯾﻊ ﻋﻘد‬، ‫ﺑطﻠب ﻟﻠﺣﺻول ﻋﻠﻰ اﺷﺗراﻛﺎت ﻋﻠﻰ ﺻﻔﺣﺔ اﻟوﯾب‬
‫ وإﺟراء اﻻﺳﺗﻔﺳﺎرات ﻋﺑر ﻣرﻛز اﻻﺗﺻﺎل ﺑﺎﺳﺗﺧدام ﺗﻘﻧﯾﺔ ﺗﺧطﯾط اﻟرﺣﻠﺔ‬، ‫اﻹﻟﻛﺗروﻧﻲ‬
• In this way, insights on improving the customer experience in each existing interaction channel can be
identified
• .‫ ﯾﻣﻛن ﺗﺣدﯾد رؤى ﺣول ﺗﺣﺳﯾن ﺗﺟرﺑﺔ اﻟﻌﻣﻼء ﻓﻲ ﻛل ﻗﻧﺎة ﺗﻔﺎﻋل ﺣﺎﻟﯾﺔ‬،‫وﺑﮭذه اﻟطرﯾﻘﺔ‬
Example of Journey Maps Technique
 Interpretation Skills
• Empathy is the ability to understand the feelings of other people. Design thinking teams need
an advanced level of empathy skills to better understand the emotions of target users and
interpret their needs, problems, interests, and expectations.
• ‫ ﺗﺣﺗﺎج ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ إﻟﻰ ﻣﺳﺗوى ﻣﺗﻘدم ﻣن ﻣﮭﺎرات اﻟﺗﻌﺎطف ﻟﻔﮭم‬.‫اﻟﺗﻌﺎطف ھو اﻟﻘدرة ﻋﻠﻰ ﻓﮭم ﻣﺷﺎﻋر اﻵﺧرﯾن‬
‫ﻣﺷﺎﻋر اﻟﻣﺳﺗﺧدﻣﯾن اﻟﻣﺳﺗﮭدﻓﯾن ﺑﺷﻛل أﻓﺿل وﺗﻔﺳﯾر اﺣﺗﯾﺎﺟﺎﺗﮭم وﻣﺷﺎﻛﻠﮭم واھﺗﻣﺎﻣﺎﺗﮭم وﺗوﻗﻌﺎﺗﮭم‬
• Pattern Recognition Interpretation is mostly about recognizing patterns among research data.
Being involved in art activities and attaining artful thinking perspectives helps design thinking
teams to recognize patterns among their observations
• ‫ ﺗﺳﺎﻋد اﻟﻣﺷﺎرﻛﺔ ﻓﻲ اﻷﻧﺷطﺔ اﻟﻔﻧﯾﺔ‬.‫ﺗﻔﺳﯾر اﻟﺗﻌرف ﻋﻠﻰ اﻷﻧﻣﺎط ﯾدور ﻓﻲ اﻟﻐﺎﻟب ﺣول اﻟﺗﻌرف ﻋﻠﻰ اﻷﻧﻣﺎط ﺑﯾن ﺑﯾﺎﻧﺎت اﻟﺑﺣث‬
‫وﺗﺣﻘﯾق وﺟﮭﺎت ﻧظر اﻟﺗﻔﻛﯾر اﻟﻔﻧﻲ ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻋﻠﻰ اﻟﺗﻌرف ﻋﻠﻰ اﻷﻧﻣﺎط ﺑﯾن ﻣﻼﺣظﺎﺗﮭم‬
• Intuition Being able to recognize patterns results in a better understanding of the deterministic
cause-and-effect relationships among things. In time, you are better able to predict what will
happen in certain conditions. That is an indicator of enhancement of your intuition skills. This is
described as the third and most valuable type of knowledge in Spinoza’s philosophy. This skill
helps design thinking teams in exploring root causes of problems, identifying insights, and
generating ideas for solutions
• ، ‫ ﺑﻣرور اﻟوﻗت‬.‫اﻟﺣدس ﺗؤدي اﻟﻘدرة ﻋﻠﻰ اﻟﺗﻌرف ﻋﻠﻰ اﻷﻧﻣﺎط إﻟﻰ ﻓﮭم أﻓﺿل ﻟﻌﻼﻗﺎت اﻟﺳﺑب واﻟﻧﺗﯾﺟﺔ اﻟﺣﺗﻣﯾﺔ ﺑﯾن اﻷﺷﯾﺎء‬
‫ ﯾوﺻف ھذا‬.‫ ھذا ﻣؤﺷر ﻋﻠﻰ ﺗﻌزﯾز ﻣﮭﺎرات اﻟﺣدس اﻟﺧﺎﺻﺔ ﺑك‬.‫ﺗﻛون أﻛﺛر ﻗدرة ﻋﻠﻰ اﻟﺗﻧﺑؤ ﺑﻣﺎ ﺳﯾﺣدث ﻓﻲ ظروف ﻣﻌﯾﻧﺔ‬
‫ ﺗﺳﺎﻋد ھذه اﻟﻣﮭﺎرة ﻓرق اﻟﺗﻔﻛﯾر ﻓﻲ اﻟﺗﺻﻣﯾم ﻓﻲ اﺳﺗﻛﺷﺎف‬.‫ﺑﺄﻧﮫ اﻟﻧوع اﻟﺛﺎﻟث واﻷﻛﺛر ﻗﯾﻣﺔ ﻣن اﻟﻣﻌرﻓﺔ ﻓﻲ ﻓﻠﺳﻔﺔ ﺳﺑﯾﻧوزا‬
‫اﻷﺳﺑﺎب اﻟﺟذرﯾﺔ ﻟﻠﻣﺷﺎﻛل وﺗﺣدﯾد اﻷﻓﻛﺎر وﺗوﻟﯾد اﻷﻓﻛﺎر ﻟﻠﺣﻠول‬
 Designing Customer Experiences
• The customer journey map (CJM) is a visual means by which you design how a customer
Design Thinking for Entrepreneurs and Small Businesses interacts with your business and
brand.
• ) ‫ﺧرﯾطﺔ رﺣﻠﺔ اﻟﻌﻣﯾل‬CJM) ‫ھﻲ وﺳﯾﻠﺔ ﻣرﺋﯾﺔ ﺗﺻﻣم ﻣن ﺧﻼﻟﮭﺎ ﻛﯾﻔﯾﺔ ﺗﻔﺎﻋل اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻟﻠﻌﻣﯾل ﻟرواد اﻷﻋﻣﺎل‬
.‫واﻟﺷرﻛﺎت اﻟﺻﻐﯾرة ﻣﻊ ﻋﻣﻠك وﻋﻼﻣﺗك اﻟﺗﺟﺎرﯾﺔ‬
• Originally and still effectively used in service design, the CJM identifies all the touch points
where a customer interacts with your business, including decision making and exit points,
where delivering the optimum customer experience can be even more critical than at other
points along the journey.
• ‫ ﯾﺣدد‬، ‫ﻓﻲ اﻷﺻل وﻻ ﯾزال ﯾﺳﺗﺧدم ﺑﺷﻛل ﻓﻌﺎل ﻓﻲ ﺗﺻﻣﯾم اﻟﺧدﻣﺔ‬CJM ‫ﺟﻣﯾﻊ ﻧﻘﺎط اﻻﺗﺻﺎل اﻟﺗﻲ ﯾﺗﻔﺎﻋل ﻓﯾﮭﺎ اﻟﻌﻣﯾل‬
‫ ﺣﯾث ﯾﻣﻛن أن ﯾﻛون ﺗﻘدﯾم ﺗﺟرﺑﺔ اﻟﻌﻣﻼء اﻟﻣﺛﻠﻰ أﻛﺛر أھﻣﯾﺔ ﻣن‬، ‫ ﺑﻣﺎ ﻓﻲ ذﻟك ﺻﻧﻊ اﻟﻘرار وﻧﻘﺎط اﻟﺧروج‬، ‫ﻣﻊ ﻋﻣﻠك‬
.‫اﻟﻧﻘﺎط اﻷﺧرى ﻋﻠﻰ طول اﻟرﺣﻠﺔ‬
• The objective with a CJM is to map a customer’s experience with your business.
• ‫اﻟﮭدف ﻣن‬CJM .‫ھو رﺳم ﺧرﯾطﺔ ﻟﺗﺟرﺑﺔ اﻟﻌﻣﯾل ﻣﻊ ﻋﻣﻠك‬
• Refer to page 49-52 of text book 2 for examples
• ‫ ﻟﻠﺣﺻول ﻋﻠﻰ أﻣﺛﻠﺔ‬2 ‫ ﻣن اﻟﻛﺗﺎب اﻟﻣدرﺳﻲ‬52-49 ‫راﺟﻊ اﻟﺻﻔﺣﺔ‬