Course Code/Title: CB2601/DESIGN THINKING Unit: II

UNIT II UNDERSTAND, OBSERVE AND DEFINE THE PROBLEM

Search field determination - Problem clarification - Understanding of the problem – Problem
analysis - Reformulation of the problem - Observation Phase - Empathetic design - Tips for
observing - Methods for Empathetic Design - Point-of-View Phase - Characterization of the
target group - Description of customer needs.

INTRODUCTION TO UNDERSTAND THE PROBLEM

The aim is to clarify what the problem, and what solution must be thought of.
• A deep understanding of the challenge/problem must be developed
• This requires Analysis of problem to examine the framework conditions and causes
of the problem.
• It is helpful to think about reformulating the problem before, during and after the
problem analysis
• A lot of time must be invested in understanding the problem.
• A problem statement is a roadmap that guides your team and focuses on the specific
needs.

2.1 SEARCH FIELD DETERMINATION

The search field determination is about investigating the problem or question environment and
thereby breaking old thought patterns and prejudices of the stakeholders. The situation in the
company should be examined from as many different angles as possible.

Search Field helps to find more efficient and effective ideas. There are 3 types of search fields
called 3 different variants

1. Market-Oriented Search Field Determination

2. Technology-Oriented Search Field
3. Competence- Oriented search field determination

1.Market-Oriented Search Field determination

The focus is on customers and competitors and addresses the following questions
1.What needs or problems do our customers currently have or will they have in the
future?
2.Are there any developments that could awaken the new needs?
2.Technology-Oriented Search Field Determination
The focus is on new technologies with following questions
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Course Code/Title: CB2601/DESIGN THINKING Unit: II

1.Which Technological developments are relevant for the company? Which interesting
applications could result from this?
2.Which technological challenges will have to be solved in the future?
3.Competance -oriented search field determination
The focus here is on your own core competencies addressing the following questions
1.For which products and services could once’s own competences, abilities or resources
be of use?
2.In which market and technology areas are competences important?
How to do it?
The determination of the search field is a process whose steps can be iterated as often as desired.
1. Survey: Collect data on the topic and on employees' views.
For this purpose you can conduct interviews, role plays or other exercises.
2. Transformation: Add new perspectives to the data gained.
Use mindmapping, fantasy travel and other creative techniques.
3. Processing: Consider questions that could not be sufficiently clarified and create
materials based on the previous results. In this way the participants reflect on the topic
and sharpen their awareness.
When do you need it?
The search field determination makes sense especially at the beginning of a design thinking
project, when the team members are neither familiar with the topic of the problem nor involved
with the stakeholders. The determination of the search field is the first step on the way to
sustainable innovations.
Resources
• Project team and employees of the company
• Paper, pens, interview sheets
• Further materials needed for the chosen creative methods
Advantages
This method is suitable for initiating a paradigm shift in the company in order to generate
innovative solutions. It enables new approaches by looking at the problem from different
perspectives and building a new understanding of the context.
Disadvantages
The process duration can vary greatly depending on the use case. In addition, a pleasant
atmosphere with motivated people is essential for the success of this method.

2.2 PROBLEM CLARIFICATION

Problem statements are used in the Design Thinking process to help you stay focused and make
good decisions. A problem statement is a short description of a specific problem that needs to
be solved. It’s used to help teams understand the problem so they can work towards solving it.

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A problem statement tells you who has the problem, what the problem is, when it happens,
where it happens, and most importantly, why the problem is happening.

a) Identify the Problem

In some cases, the problem might be felt so strongly that it’s easy to identify. when we’re being
proactive and trying to find ways to improve our design and user experience.
Here’s a list of information you need to make a decision on where to focus your attention:
• Speak to stakeholders (stakeholder interviews)
• Speak to a product manager (SME interviews)
• Speak to customers (Customer interviews)
• Look at Google Analytics (Data analysis)
• Go through the design yourself (Current state review)
• Send out a survey (Quantitative survey).
b) Define the Problem
The first step in solving a problem is understanding the problem. You can only successfully
solve a problem if you fully understand it.
c) Write the Problem Statement
Your problem statement will be used to get your project approved and get your team’s support
to solve it.

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• Here examples of well-written problem statements that inspire ideas and give clues on
how you could get started solving the problem: People who travel by train aren’t made
aware of disruptions impacting their route when they view departure and arrival times.
This makes disruptions unavoidable and leads to frustrating journeys and missed
appointments.
• Here are 5 examples of poorly written problem statements that don’t inspire ideas in
the right way or make it unclear where to start: People find it challenging to complete
important tasks on our app. People need to see all of the data in one view.

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2.3 UNDERSTANDING OF THE PROBLEM

Design thinking is an extension of innovation that allows you to design solutions for end users
with a single problem statement in mind. It not only imparts valuable skills but can help
advance your career. It’s also a collaborative endeavor that can only be mastered through
practice with peers. In Design Thinking, the "Understanding of the Problem" phase is
crucial as it sets the foundation for effective problem-solving. This phase is often referred to as
the Empathize and Define stages of the Design Thinking process.

Key Aspects of Understanding the Problem in Design Thinking

1. Empathize (User-Centered Research)
o Understand the needs, emotions, and behaviors of the users.
o Conduct interviews, surveys, and observations to gain insights.
o Identify pain points and frustrations of users.
2. Define (Problem Definition)
o Analyze and synthesize collected data.
o Clearly articulate the problem in a human-centered way.
o Formulate a problem statement (e.g., How might we...?) to guide ideation.

Methods to Deepen Problem Understanding

• User Personas: Create fictional representations of users to understand their needs.
• Journey Mapping: Visualize the steps users take to interact with a product/service.
• Stakeholder Analysis: Identify and analyze all parties involved.
• Root Cause Analysis: Use tools like the 5 Whys or Fishbone Diagram to get to the
core issue.

Why is Understanding the Problem Important?

• Prevents solving the wrong problem.
• Ensures solutions are user-centric and impactful.
• Provides clarity and direction for the next phases of Design Thinking (Ideate, Prototype,
Test).
There are known knowns; these are things we know. We also know there are known unknowns
these are things we do not know. But there are also unknown unknowns – these are things we
do not know we don't know.
known Knowns
What do we know about the problem. Which means we're aware that we know it.
known Unknowns
What do we know that we don't know about the problem? Which means we're aware that we
don`t know it.
unknown Known
What do we know without even knowing that this knowledge could help us with the problem.
Which means we're not aware that we know it
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unknown Unknowns
What do we know that we don't know we don't actually know? Which means we're not even
aware that we don't know. The unknown Unknown area is, so to speak, the blind spot of our
knowledge and awareness, which we only get out through the exploratory discovery. This is
where Design Thinking begins.
➢ After clarifying the problem, it is helpful to reflect again on what we know or don't
know about the problem.
->The following matrix with the so-called blind spot of knowledge.

2.4 PROBLEM ANALYSIS

Problem analysis in Design Thinking involves breaking down a challenge to understand its
root causes, stakeholders, and user needs. This step ensures that the team works on the right
problem before moving into ideation and solution development.
Why is Problem Analysis Important?
✔ Ensures teams solve the right problem rather than just symptoms.
✔ Reduces wasted time and resources on ineffective solutions.
✔ Leads to user-centric, innovative, and impactful solutions.

Steps in Problem Analysis

1. Empathize: Understanding Users and Their Needs
• Conduct user research (interviews, surveys, observations).
• Develop user personas to represent key audiences.
• Create an empathy map to understand user thoughts, feelings, and actions.
2. Define: Framing the Right Problem
• Identify key pain points from the research.
• Use problem statements (e.g., "How might we…?") to define the issue clearly.
• Analyze user journeys to see where friction occurs.

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3. Root Cause Analysis: Identifying the Core Issues

• 5 Whys Method: Ask “Why?” repeatedly to uncover the root cause.
• Fishbone Diagram (Ishikawa): Categorize potential causes (e.g., people, processes,
technology).
• SWOT Analysis: Understand strengths, weaknesses, opportunities, and threats.
4. Stakeholder Analysis
• Identify who is impacted by the problem.
• Understand different perspectives to avoid bias.
• Prioritize stakeholders based on influence and interest.
5. Reframing the Problem
• Question assumptions: Are we solving the right problem?
• Explore alternative viewpoints to see the issue from different angles.
• Use "How Might We" (HMW) questions to create a clear and actionable problem
definition.
Methods for Clarifying the framework conditions:
1. PESTEL Analysis
2. Trend Impact Analysis
3. Delphi Method
4. Analysing the cause of the problem
a. Ishikawa Diagram
b. Root Conflict Analysis(RCA+)

Clarifying The Framework Conditions

There are many factors that need to be considered in order to analyse a selected problem.
In order to identify trends and developments scouting is helpful in
design thinking. Scouting is the detailed search for a specific selected subject area it is project
related with a small but clear information.

1. PESTEL analysis

The PESTEL method represents an analytical grid for recording external influencing
factors. It differentiates the factors into Political, Economic, Social, Technological,
Legal and Environmental

A PESTEL analysis studies the key external factors (Political, Economic, Social,
Technological, Legal and Environmental) that influence an organisation. It can be
used in a range of different scenarios, and can guide people professionals and senior
managers in strategic decision-making.

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2. TREND IMPACT ANALYSIS

TIA is a forecasting method that permits extrapolations of historical trends to be
modified in view of expectations about future events. This method permits an
analyst, interested in tracking a particular trend, to include and systematically examine
the effects of possible future events that are believed important.

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3. THE DELPHI METHOD:

The Delphi method is an established survey method that uses consensus among
expert opinions to support decision-making mostly regarding the future. The
method is suitable for situations in which direct data collection is not possible.
Delphi method is a multilevel, highly structured expert survey on estimation or
expression of opinion on future developments and use it to generate ideas. There are
1. No one sided expert opinion
2. Mutual stimulation by the ideas of other experts
3. No personal mutual influence
4. Promotes consensus building among experts
5. Can be used to generate ideas if necessary
HOW DO IT:
Step-1:Problem Description Each expert is asked by a moderator to explain the question,
the topic or a catalogue of these orally by telephone or in
writing and to comment on them in detail
Step-2: Evaluation by the Each expert fills out the form separately .Only
experts questions related to understanding of the topic are possible.

Step-3: Summary of The moderator analyses the contribution of the

contribution experts and summarises them anonymously
without commenting on it.

• This evaluation can be quantitative or

qualitative, depending on the question.
• Differing opinions are also compared
Step-4: experts Feedback The
f summary of the expert opinions will be sent back to the
experts
r with the following questions
o
Can the add /
m
Willing to Change

If yes experts are asked to give reasons

Step-5: Iteration loops Steps 2-4 are repeated until the desired approximation of the
results is achieved or the moderator cancels feedback.
2 to 3 rounds are sufficient

Step -6 : Evaluation The average value or qualitative assessment of the last

version(round) represents the final
assessment.

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There are 3 ways of analyzing a problem

• Ishikawa Diagram
• Root Conflict Anaysis(RCA+)
• 9-Field Thinking

Ishikawa Diagram

Ishikawa Diagram also called as fishbone diagram is a visualization tool for

categorizing the potential causes of a problem. This tool is used in order to identify
a problem's root causes.

Disadvantage

Ishikawa Diagram / Fishbone diagram is only a rough overview of the cause-effect

relationship. Ishikawa Diagram / Fishbone diagram is only a rough overview of the cause-effect
relationship. With the root conflict analysis (RCA+) is a more in depth -analysis.

2. Root Conflict Analysis(RCA+)

Root Conflict Analysis (RCA+) is a detailed analysis to identify technical, physical,

administrative, economic contradictions in product/service/procedures. In Principle
the analysis is based on a simple cause- effect analysis (starting point)

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STEPS INVOLVED IN RCA+ - ANALYSIS

Step -1: Problem Description: In this step the harmful, adverse, undesirable or insufficient
effect id describes. The description is kept in short form.
Step -2: Analyse the cause: It answers the question “What causes this effect “ The cause
for this harmful effect is briefly described.

Step -3: Summarize the causes: When combining causes AND and OR relationship can be
used in cause analysis . AND – Several causes work together and OR- Different causes are
independent of each other.
STEP- 4: Evaluation of cause: The cause effect can be positive (+) or negative (-)
both positive and negative (+ -) or non changeable (--)
Step -5: Identify and summarize deeper cause: Steps 2-4 are performed level by level
to find deeper causes.

9-FIELD THINKING
The 9-field helps us to understand possible causes and effects. 9 fields are Super System,
System, Sub System, Development, Prevention, Situation, Problem, Trend, Changes.

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2.5 REFORMULATION OF THE PROBLEM:

Reformulating the problem is a critical step in Design Thinking, ensuring that the team is
addressing the right challenge from a user-centered perspective. This process occurs in the
Define phase and involves reframing the problem statement in a way that leads to innovative
and impactful solutions.

Why Reformulate the Problem?

✔Avoids assumptions and surface-level symptoms.
✔Encourages creativity by shifting perspectives.
✔Improves alignment with real user needs.
✔ Drives better solutions by focusing on the core issue.

Steps to Reformulate the Problem

1. Gather Insights from the Empathize Phase
• Review user pain points, behaviours, and emotions.
• Identify key frustrations and unmet needs.
2. Identify the Core Issue (Root Cause Analysis)
• Use tools like 5 Whys or the Fishbone Diagram to find the real problem.
• Example: If users don’t complete online orders, is it due to confusing navigation or
lack of payment options?
3. Shift Perspectives (Reframing the Problem)
• Look at the issue from different angles:
User perspective: How does the problem impact them?

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Business perspective: What are the operational challenges?

Technology perspective: Are there technical limitations?
• Example: Instead of “How can we increase app downloads?” → “How might we make
our app indispensable in users’ daily lives?”
4. Use the “How Might We” (HMW) Framework
This method transforms problems into open-ended opportunities:
• Original problem: “Customers find our website confusing.”
• Reformulated (HMW):
o “How might we make our website navigation effortless for users?”
o “How might we guide users to find what they need faster?”
5. Test Different Problem Statements
• Write multiple variations of the problem.
• Check if the new formulation aligns with user needs and sparks creative ideas.
• Example:
o Narrow: "How might we reduce checkout steps?"
o Broad: "How might we create a seamless online shopping experience?"
Example of Problem Reformulation:
How might we simplify the checkout process to reduce friction?"
"How might we make checkout feel faster and more intuitive?"
Advantage
➢ Problem reformulation unlocks new possibilities for innovation.
➢ It helps teams move beyond assumptions and focus on real user needs.
➢ A well-reframed problem guides ideation and solution development effectively.

2.6 OBSERVATION PHASE

“Observation is the key to understanding the user, and understanding the user is the key
to designing effective solutions”. Observation in design thinking is the process of
watching and studying people in their natural environments to gain insights and empathy
about their behaviours, needs, and pain points. It involves taking note of their actions,
interactions, environment, objects, and characteristics to inform the design of user-centered

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solutions. Observation is a crucial step in the design thinking process, as it allows designers
to empathize with their users and gain a more nuanced understanding of their experiences.

Tips for observation

As a design thinking professional, there are several techniques and approaches you can use
to observe things effectively. Here are some tips:
• Start with a plan: Before you begin observing, it’s important to have a clear
understanding of what you want to observe, who you want to observe, and why.
Develop a plan that outlines your research questions, the methods you’ll use to collect
data, and the outcomes you hope to achieve.
• Use your senses: To observe effectively, you need to use all of your senses. Pay
attention to what you see, hear, smell, and feel. Look for patterns and anomalies in
behaviour, and make note of any emotions or reactions you observe.
• Be present: When observing, it’s important to be fully present in the moment. Avoid
distractions and focus your attention on the task at hand. Take notes or record your
observations so that you don’t forget important details.
• Engage with your subjects: To gain a deeper understanding of your subjects, engage
with them as much as possible. Ask questions, seek clarification, and encourage them
to share their thoughts and feelings. Build rapport and establish a trust to make them
feel more comfortable sharing.
• Look for patterns and insights: As you observe, look for patterns and insights that
emerge. Analyze your data and identify themes and trends that can inform your design
thinking process.
• Stay open-minded: Finally, it’s important to stay open-minded and avoid making
assumptions or jumping to conclusions based on your observations. Use your
observations as a starting point for further inquiry and exploration.

3 Methods for Observing Your Customers

1. Natural Environment
Go out to where your customers are, whether it is a retail shop or a dealership.
2. Observation Lab
Another popular method is to create an environment to see how your customers engage
with and use your products.
3. “Day in the Life” Home Observation
Recruit customers who you can spend a day with and see how they engage with your
product in a natural way.
The methods used are Persona and Empathy Map

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In the observation phase AEIOU and POEMS schemes must be used

AEIOU of Doblin Group: Is a Structured way of showing interaction between individual
observation. Visualized in form of a matrix form. It consists of activities, environments,
interactions, objects, users.

The AEIOU method for observation by Rick Robinson

The AEIOU method is a framework for observing and documenting ethnographic data in design
thinking. It was developed by Rick Robinson. The AEIOU method provides a structured
approach for capturing and analyzing data in a consistent and organized way. Here’s what each
letter of AEIOU stands for:
A — Activities: Observe the activities that people are engaged in. What are they doing, and
how are they doing it?
E — Environment: Pay attention to the physical environment in which the activities are taking
place. What is the layout of the space, and how does it affect the activities?
I — Interactions: Observe how people interact with each other, with products, and with their
environment. What kinds of social interactions are taking place, and how are they influencing
the activities?
O — Objects: Take note of the objects that people are using, including tools, equipment, and
other artifacts. What are they used for, and how do they affect the activities?
U — User: Finally, observe the users themselves. Who are they, and what are their
characteristics? What motivates them, and what challenges do they face in the context of the
activities?

POEMS scheme addresses gestures, facial expressions, and movements combine observation
with 5 human factors People, Objects, Environments, Messages and service.

2.7 EMPATHETIC DESIGN

Empathetic Design is a human-centered approach within Design Thinking that focuses on

deeply understanding users’ needs, emotions, behaviours, and challenges. It emphasizes
stepping into the user’s shoes to create solutions that truly resonate with them. Empathy is
our ability to see the world through other people's eyes — to see what they see, feel what
they feel and experience things as they do.

Why is Empathetic Design Important?

• Prevents Misalignment – Ensures products align with real user needs, not assumptions.

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• Drives Innovation – Uncovers latent needs users may not be able to articulate.
• Enhances User Experience – Leads to intuitive, accessible, and meaningful solutions.
• Builds Emotional Connection – Fosters brand loyalty by making users feel understood.

Key Principles of Empathetic Design

1. Observation Over Assumption
o Watch how users interact with a product or service in their real environment.
o Identify pain points and unmet needs that users may not even be aware of.
2. Deep User Understanding
o Go beyond surface-level wants and understand emotional, functional, and social
needs.
o Recognize cultural, psychological, and behavioral influences on user decisions.
3. Engagement & Active Listening
o Conduct interviews and ask open-ended questions.
o Listen not only to what users say but also to what they don’t say (unspoken
frustrations).
4. Empathy Mapping
o A tool to analyze user experiences based on what they say, think, do, and feel.
o Helps uncover hidden needs and motivations.
5. User-Centered Prototyping
o Design quick prototypes based on real user insights.
o Test and iterate solutions to ensure they align with user expectations.

Steps in the Empathetic Design Process

1. Observing Users in Context

• Watch users interact with a product/service in their natural environment.
• Identify pain points and unexpected behaviors.
2. Engaging with Users
• Conduct in-depth interviews and usability testing.
• Use storytelling to capture user emotions and experiences.
3. Immersing in the User Experience
• Designers may put themselves in the user’s position (e.g., a designer for a disability-
friendly app might use a wheelchair for a day to understand accessibility challenges).

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4. Capturing Insights
• Document observations, quotes, and emotional reactions.
• Use empathy maps, journey maps, and personas to structure findings.
5. Translating Insights into Design
• Convert observations into design opportunities.
• Create prototypes that reflect real user needs, not assumptions.

2.8 TYPES OF EMPATHIC DESIGN

1. Artifact Analysis
The emphasis of artifact analysis is on the object (physical object and things) itself. The
components of an artifact analysis are the:
A. Material analysis which queries physical characteristic such as material composition,
durability, etc.,
B. Aesthetic analysis includes a looks visual assessment as well as questions emotional
meaning. Questions like: How valuable is this the thing? Could this trend?
C. Interactive analysis which addresses the functional/ operational use: Questions like:
Could this object be customized by its owner? What else could this object be used for?

2) Behavioral Mapping and Tracking

Behavioural mapping is a research tool used to observe and record behaviours in a particular
setting at a particular time. Behavioural mapping can be either place-based or individual-based,
depending on whether the focus of observation is to identify locational wise behaviours or
individual time-based patterns of behaviours.

3) Empathy Map
An empathy map is a tool that helps you discover how your target audience thinks, feels, and
behaves so you can better understand their wants and needs. The map typically includes four
quadrants: think and feel, say and do, see, and hear. The pains and gains will serve as a guide,
while the remaining four elements help you explore a customer’s life from their point of view.

4) Cognitive walkthrough

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A cognitive walkthrough is a task-based usability-inspection method that involves a cross-

functional team of reviewers walking through each step of a task flow and answering a set of
prescribed questions, with the goal of identifying those aspects of the interface that could be
challenging to new users. The following are the goals
• Investigate how complicated an idea, a concept, a system, a product , a service, a
process is adopted by a person
• Find Barriers and opportunities for the user
• Find difficulties for the user
• Find missing information for the user

5) Heuristic Evaluation
Heuristic evaluation is a thorough assessment of a product’s user interface, and its purpose is
to detect usability issues that may occur when users interact with a product and identify ways
to resolve them. Is it eye-catching? Do the colors complement each other?
Jacob Nielsen model of heuristic evaluation
• Visibility of System Status
• Match between system and the real world
• User control and freedom
• Consistency and standard
• Error prevention
• Recognition rather than recall
• Flexibility and efficiency of use

6) Mental Model Diagram

Mental Model describe the assumption a person makes about how something should function.
A persons assumptions are based on previous experience and knowledge and on wishes.

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7) Customer journey
A customer journey map is a visual representation of a customer's experience with a company’s
service or product usage. Of particular importance here are the contact points – the so-called
"touchpoints" – which represent places/opportunities/moments where people come into
contact with the product. Touchpoints can be controlled by the company, e.g. advertisements,
TV, etc.,

8) Service Blueprinting
A service blueprint is a diagram that visualizes therelationships between different service
components —people, props (physical or digital evidence), and processes — that are directly
tied to touchpoints in a specific customer journey.

9) Mystery Shopping
Mystery shopping is an observational research methodology that ensures brands
consistently deliver on the promises they make to customers.

10) Critical Incident Technique

• Collecting information on memorable experiences in connection with consultation.
• Mouth to Mouth communication
• The critical incident technique (CIT) is a research method in which the research
participant is asked to recall and describe a time when a behaviour, action, or occurrence
impacted (either positively or negatively)

2.9 POINT-OF-VIEW PHASE

A Point Of view (POV) is a meaningful and actionable problem statement, which will allow
you to ideate in a goal-oriented manner. Your POV captures your design vision by defining the
RIGHT challenge to address in the ideation sessions. A POV involves reframing a design
challenge into an actionable problem statement. You articulate a POV by combining these three
elements – user, need, and insight.

How do you Define your Point Of View?

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1. User, Needs, Insights Define the type of person you are designing for – your user. For
example, you could define the user by developing one or more personas, by using affinity
diagrams, empathy maps, personas and other methods, which help you to understand and
crystallise your research results – observations, interviews, fieldwork, etc.

2. POV Template Write your definitions into a Point Of View template like this one:

3. POV Madlib You can articulate a POV by combining these three elements – user, need, and
insight – as an actionable problem statement that will drive the rest of your design work. It’s
surprisingly easy when you insert your findings in the POV Madlib below. 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)]

Example: An adult person who lives in the city… needs access to a shared car 1-4 times for
10-60 minutes per week … because he would rather share a car with more people as this is
cheaper, more environmental friendly, however it should still be easy for more people to share.

4.Make Sure That Your Point Of View is One That: Provides a narrow focus. Frames the
problem as a problem statement. Inspires your team. Guides your innovation efforts. Informs
criteria for evaluating competing ideas. Attention and captures people’s attention. Is valid,
insightful, actionable, unique, narrow, meaningful, and exciting.

2.10 CHARACTERIZATION OF THE TARGET GROUP

In Design Thinking, characterizing the target group (or user group) is a crucial step in the
Empathize phase. This involves deeply understanding the users’ needs, behaviors,
motivations, and pain points to create user-centered solutions.
Key Aspects of Target Group Characterization

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1. Demographics
o Age, gender, occupation, education level
o Socioeconomic background
o Geographic location
2. Psychographics
o Values, beliefs, and attitudes
o Interests and lifestyle choices
o Emotional triggers and motivations
3. Behavioral Aspects
o How they interact with products or services
o Their daily routines and habits
o Pain points and frustrations with existing solutions
4. Needs and Goals
o Functional and emotional needs
o Aspirations and desired outcomes
o Barriers preventing them from achieving their goals
5. User Personas (A Tool for Characterization)
o Fictional but research-based profiles representing the target group
o Includes name, background, goals, challenges, and behaviors
o Helps designers empathize with users throughout the design process
6. Empathy Mapping
o Divides user insights into what they say, think, feel, and do
o Helps identify unspoken needs and pain points
7. User Journey Mapping
o Visual representation of a user’s experience with a product/service
o Highlights key touchpoints, emotions, and potential friction points

Steps for characterization of Target group

1. Collection of data. In the first step, you collect as much information and knowledge about
your users as possible. Data can come from many different sources,even from pre-existing
knowledge in the organisation. A good starting point is user research to gather insight into your
users.

2. Hypothesis. Based on the data collected in the first step, you create a general draft of the
various kind of users, including in which ways users differ from one another.

3. Description of scenarios. You create scenarios that describe solutions; possible situations
that could trigger the use of the product are described. Scenarios will be used to better imagine
user interaction with the product. The story about how the
character will use the product is the personas’ ultimate objective.

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4. Description of personas. Preparation of a brief description of the typical user, paying

attention to user needs, motivations, aspirations and values. It is very important that you add to
the narration one of the scenarios created in the previous step. The ultimate aim at this stage is
to generate a narration that
creates an empathic bond between the imagined person and the reader.

5. Selection of 3-6 personas. The ideal number of personas is limited (too many and you’ll
start to lose track of who’s who). At this stage, choose 3-6 descriptions that
are the most representative of your typical users. Selecting a limited number of personas allows
you to be more focused during the design of the product.

6. Dissemination of personas. It is important that personas defined during the process are
shared with the whole project team to provide a shared understanding of your users / customers.

2.11 DESCRIPTION OF CUSTOMER NEEDS

In Design Thinking, customer needs are at the core of the design process. These needs
represent the challenges, desires, and expectations that customers have when interacting with
a product, service, or system. By identifying and addressing these needs, designers can create
solutions that are user-centered, innovative, and impactful. The main needs for customers
are:
• Leads to human-centered innovations
• Helps solve real problems effectively
• Improves user satisfaction and engagement
• Encourages continuous iteration and improvement

Types of Customer Needs in Design Thinking

1. Functional Needs (What customers want to do)
These are practical and task-oriented needs that customers expect a product or service to fulfill.
Example: A mobile banking app should allow users to transfer money quickly and securely.

2. Emotional Needs (How customers want to feel)

These needs focus on the feelings and experiences that users associate with a product or service.
Example: A meditation app should make users feel relaxed, safe, and stress-free.

3. Social Needs (How customers interact with others)

Customers seek products that help them connect, share, or gain social approval.
Example: A fitness app that allows users to compete with friends and share achievements.
4. Latent Needs (Needs customers don’t realize they have)
These are needs that users may not be able to articulate but can be discovered through
observation and research.

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Example: Before the invention of smartphones, people didn’t realize they needed a single
device for calls, messaging, music, and internet browsing.

How to Identify Customer Needs in Design Thinking

1. Empathy & User Research
o Conduct interviews, surveys, and field observations.
o Engage with users in real-life scenarios to uncover hidden pain points.
2. Empathy Mapping
o Organize insights into what users Say, Think, Do, and Feel to reveal deeper
needs.
3. Customer Journey Mapping
o Analyze how users interact with a product/service to identify pain points and
opportunities for improvement.
4. Problem Definition ("How Might We" Questions)
o Convert customer frustrations into actionable problem statements.
o Example: If users struggle with complex online forms, reframe the problem as
"How might we simplify the user registration process?"
5. Prototyping & Testing
o Build quick prototypes based on user needs and gather feedback to refine
solutions.

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