Course 3:

Human-Cantered Design for

Inclusive Innovation
Module 1:
1. What is Human-cantered Design?

 A problem-solving approach that centres people’s experiences throughout the entire

process.
 Involves real-world engagement, diverse brainstorming, prototyping, and testing
with users.

2. Key Stages (Stanford d.school Model):

1. Empathize – Understand users’ emotions, experiences, and needs.

2. Frame (Define) – Identify the right problem to solve.
3. Ideate – Generate multiple creative solutions.
4. Prototype – Create tangible versions of solutions.
5. Test – Get feedback from real users to refine solutions.

3. What Makes HCD Unique?

a. Questioning the Problem

 Doesn’t assume the presented problem is the correct one.

 Encourages deep problem-finding before solutioning.
 In contrast to traditional methods that solve predefined problems quickly.

b. User-Centered Approach

 Starts with people’s real needs, not assumptions.

 Gathers diverse perspectives (e.g., users, non-users, extreme users).
 Studies behavior from unusual but insightful sources (e.g., pit crews, surgeons).

c. Iterative Process

 Not linear; involves constant feedback and refinement.

 Loops back to earlier stages to improve understanding.
 Demands comfort with ambiguity and trust in the process.

4. HCD in the Real World

  Real-world application involves continuous iteration, field insights, and stakeholder
involvement.
 Empowers practitioners to challenge assumptions, especially useful in complex or
novel scenarios (e.g., gender analytics integration).

5. Connection to Gender Analytics

 Complements gender analytics by exploring diverse lived experiences.

 Helps design solutions that are inclusive, equitable, and responsive to intersectional
needs.

Design Challenge
Client: North American bank

Problem: No women in executive roles in investment banking

Challenge Statement:

How might we attract, develop, and retain women leaders in investment banking?

Design Process Overview

1. Empathy & Research

o Conducted ethnographic interviews (junior to senior levels, men & women)
o Observed meetings, hallway conversations
o Expert interviews from academia and consulting
2. Key Insights
o Leadership often unconscious of exclusionary behavior
o Many women and minority men felt like outsiders
o Employees saw bank as a stepping stone, not long-term
o Leaders hesitant to act due to fear of tarnishing records
o Realization: Diversity needs inclusion as foundation

Four Core Employee Needs

1. Commitment
o Leadership must acknowledge current issues
o Develop & own a clear action plan
2. Consistency
o Clarity on how promotions happen
o Equal and fair treatment for all
3. Candor
o Need psychological safety to speak openly
o Honest conversations without fear of retaliation
4. Community
o Employees want to see others like them
o Desire a sense of belonging, connectedness
Reframed Challenge

From: Attract, develop, and retain women

To: Create an inclusive workplace where all employees see a future

Ideation & Co-Creation

 Employees & leaders co-created ideas

 Used sketches & templates to visualize programs
 Example: Stretch opportunities – juniors sit in executive meetings

Testing & Implementation

 Displayed ideas in hallways for feedback

 Final ideas shared with leadership
 Helped increase awareness of unconscious behaviors
 Encouraged more open conversations

Impact

 Led to creation of new task force

 Ideas being tested in two city locations
 Curb-cut effect: Designed for women but benefits all employees

Module 2:
Human-cantered Design & Empathy

Purpose

 Explore challenges through users’ perspectives before jumping to solutions.

 Use empathy-based (ethnographic) research to deeply understand the problem
space.

What is Empathy?

1. Affective Empathy

 Emotional resonance with others’ feelings

 Includes mirroring emotions or feeling stress when others feel anxious/sad.

2. Cognitive Empathy

 Also known as perspective-taking

 Understanding others’ mental models and psychological states
 Foundation of empathy-based research
Why Empathy Matters in Design

 Leads to innovative, meaningful, actionable solutions

 Helps designers understand users’ needs, priorities, and pain points
 Encourages solutions that work across multiple stakeholders

How to Practice Empathy-Based Research

Triangulate the Problem Space

Use multiple data sources for a full picture:

 Quantitative (e.g., surveys): Gives breadth of knowledge

 Qualitative (e.g., interviews, observations): Gives depth and context

Empathy-Based vs Quantitative Research

Example Application

 Measuring gender equity:

o Surveys (Quant) give general sentiment
o Empathy-based research (Qual) reveals hidden emotions, barriers, and
stories

Human-cantered Design: Learning With Users

 Involve users throughout the process — not just at the end.

 Don’t just ask people what they want — they may not know or imagine all
possibilities.
 Aim to design with users, not for them.

Goal of Research in Human-cantered Design

 Understand users’ needs, motivations, and pain points deeply.

 Focus on depth over breadth (a few deep insights > many shallow ones).
 Explore the whole person + their context (environment, routines, behaviors)
4 Key Empathy-Based Research Methods
1. Co-Creation

 Participatory workshops with users and stakeholders.

 Diverse perspectives (e.g. race, gender, orientation) = holistic insights.
 Encourages sharing, collaboration, and joint idea generation.

2. Observation

 Watch people in their natural environment (home, work).

 Learn tacit knowledge (things people do without realizing).
 Observe behaviors, routines, reactions, use of space.
 Reveals context for better solution design.

3. Design Probes

 Participants self-report experiences over time.

 Captures real-time thoughts and feelings.
 Examples:
o Activity journals
o Voice or text logs
o Templated questions/prompts
 Useful for novel and personal insights.

4. Interviews

 Explore what users think, feel, say, and do.

 Use open-ended questions for richer responses.
 Can be 1-on-1 or with groups of stakeholders.

Key Takeaway

 Empathy-based methods lead to deeper, more actionable insights.

 Prepare to uncover unexpected information that can reshape your understanding of
the problem.
 In the next step: focus on whose stories matter and how to reach silent voices.

Module 3:
Case example: Reframing the MRI challenge
 Challenge: Improve MRI efficiency while saving money and increasing throughput
in hospitals.
 Observation: Doug Dietz, a GE Healthcare innovation architect, saw a child in tears
before getting an MRI, fearing the process.
 Problem: Children must stay still during an MRI, but fear leads to non-compliance,
which can result in strapping them down or sedating them — leading to complications
and extended procedures.
 Insight: Anesthesia rates for children under 9 were upwards of 80%.
Empathy-Based Reframe

 Doug asked children about the MRI experience and discovered that they feared the
spinal board because it resembled a board used for dead bodies.
 Key Insight: Children view the MRI process as something scary and unfamiliar, like
being in a hospital.
 Reframe: What if the MRI experience was fun? Inspired by amusement parks (like
Disney World), the team looked at the experience through a child’s perspective.

Solution: GE Adventureland MRI

 Story-Based Experience: Children are given a storybook (Pirates/Mermaids or Space

Adventure) to prepare them for the MRI.
 Immersive Experience:
o Parents read the story, and children practice staying still.
o On the day of the scan, children follow footsteps to the MRI room, where the
technician is dressed in space garb or a similar theme.
o The technician tells the child a playful story about “aliens” spinning in the
scanner.
o The child “wins” an adventure prize after staying still.

Results

 Increased Compliance: Children were more engaged and stayed still, improving
MRI efficiency.
 Reduced Sedation Rates: Sedation rates dropped from 80% to 15%.
 Cost Savings: Efficiency and utilization rates of the MRI machines went up, reducing
operating costs.
 Happy Customers: Children even asked to come back for more MRIs — showing
the power of empathy in design.

Key Takeaway:

 Empathy-driven design can transform a stressful process into an engaging, fun

experience, creating both better outcomes and happy customers.

Clustering Theme Methodology

Process Overview

1. Initial Data Dump:

o Put all your data (quotes, stories, observations, etc.) on post-it notes—one
piece of data per note.
o Post them on a wall or a space where they can be easily moved around.
2. Cluster the Data:
o Start looking for similarities and patterns among the post-it notes.
o Group the notes that relate to each other, creating clusters of related ideas.
o Move the notes around to explore potential connections and new patterns.
3. Dynamic Process:
 o Keep moving and reorganizing the post-it notes as needed.
o This iterative process helps discover fresh insights and new groupings.
4. Label the Groups:
o Once the data is clustered, label each group based on the theme it represents.
o Aim for descriptive, clear labels that capture the essence of each cluster.

Epistemic Action (The Power of Moving Data)

 Epistemic Action: Knowledge is shaped by action and visualization. When you move
data around, new patterns emerge, helping you form better insights.
 Scrabble Example: Just as players rearrange tiles to create meaningful words,
moving post its helps reveal new connections in your data.
 Chess/Tetris Analogy: Visualizing and moving data allows you to open up new
possibilities and insights. Action is key to generating new knowledge.

Drawing Insights from Clusters

1. Describe the Themes:

o Once you’ve identified the themes, give each one a visual description or a
headline.
o Express each theme vividly to capture its essence.
2. Experiment with Expression:
o Try different ways of expressing the insight to make it as impactful and clear
as possible.
3. Validate with Evidence:
o Ensure that your insights align with the actual data and don’t rely on biases
or assumptions.
o Use supporting quotes or examples from your data to strengthen the insights.

Example:

 Insight: Men apply for jobs even if they only meet 50% of the qualifications.
o Meaning: There’s a mindset of “fake it till you make it,” where men apply for
jobs early to signal their ambition, even if they aren’t fully qualified yet.
o Supporting Quotes: “I know I’m not ready now, but the experience will help
me for next time” or “There’s always a chance they’ll give it to me.”

Key Takeaway:

 The Clustering Theme Methodology helps you organize data, uncover patterns, and
draw insights by actively moving data around and validating it with real-world
evidence.

Need Finding Methodology

1. Defining Needs:
o A need is a physical, psychological, or cultural requirement of an individual or
group.
 o Designing for needs focuses on addressing what’s missing in people’s lives,
not just providing solutions.
2. Needs vs. Solutions:
o Need = What’s Missing (e.g., a child reaching for a shelf)
o Solution = What’s Done (e.g., a ladder to help the child reach the shelf)
o Stay in the Problem Space: Identify needs before jumping to solutions (e.g.,
access to books → education, engagement).

Need-Driven Innovation:

 Kodak Example: Kodak could have focused on capturing and sharing memories
rather than just film. This broader perspective could have led to digital cameras,
online photo editing, and mobile storage.
 Needs as a Platform for Innovation: By understanding the underlying needs,
companies can innovate better and provide broader solutions.

Matching Needs to Companies:

 Need: “I need to be entertained on my terms.”

o Company: Netflix
 Need: “I need an authentic local experience when I travel.”
o Company: Airbnb
 Need: “I need to get away from the home and work.”
o Company: Starbucks

The Need Iceberg Framework:

 Surface Level (Functional Needs): Physical needs or tasks people try to address
(e.g., a ladder to reach a shelf).
 Deeper Level (Job to be Done): Broader goals or objectives people aim to achieve
(e.g., education or access to information).
 Deepest Level (Values, Identities, Social-Emotional Needs): Underlying
psychological or emotional needs (e.g., self-fulfillment, societal roles).

Techniques for Discovering Needs:

1. Why Laddering:
o For each identified need, ask “Why?” repeatedly to drill deeper into the
underlying reasons.
o Example: “I need more time” → “Why?” → “I need to execute” → “Why?”
→ “I feel overwhelmed.”
o This process helps uncover core values and emotional drivers.

Example Process

 Problem: A professional woman on corporate boards says, “I need more time in the
day.”
o Why Laddering:
 Why: “I need to execute tasks.”
  Why: “I feel overwhelmed.”
 Why: “I need space to think long-term.”
o Insight: “Professional women need to think a few years ahead but lack the
time, network, and support to do so.”

Key Takeaways:

 Focus on identifying needs, not just solutions.

 Use the Need Iceberg to explore functional, broader job-oriented, and emotional
needs.
 Why laddering helps uncover deeper insights.
 User insights should help inform innovative solutions that truly meet people’s
needs.

Journey Map Overview

 A Journey Map visually shows a user’s journey over time, capturing their
behaviors, thoughts, and emotions during interactions with a solution.
 Vertical Axis: Breaks down the user’s behaviors, thoughts, emotions during the
journey.
 Horizontal Axis: Shows the timeline, from before using the solution, during usage,
and after.

Purpose & Benefits of Journey Mapping:

1. Holistic View:
o Helps visualize the overall flow of the user experience, revealing pain points,
preferences, feedback loops, and behavior patterns.
2. Identify Pain Points:
o By seeing the sequence of events, you can identify where issues arise, helping
to focus design efforts on upstream problems that affect later stages.
3. Flexible & Scalable:
o Can be used to map experiences over a short period (e.g., using an app for 5
minutes) or over months/years (e.g., long-term customer relationship
development).
4. User Emotions:
o Mapping emotions at each stage of the journey helps understand the human
aspect of design and enriches the user experience.

Example Journey Map:

 Career Path Example:
o Starting Job: Excitement, working 8 hours/day, feeling productive.
o Promotion: Working 10-12 hours/day, becoming stressed.
o Further Promotions: Overworking, questioning the worth of career
progression.
o Realization: Discovering board opportunities too late, feeling frustrated.
Reflection Questions:

1. Key Pain Points: What frustrates users in their journey? (e.g., discovering board
opportunities too late)
2. Root Causes: Why do these pain points happen? (e.g., waiting for opportunities
instead of actively seeking them)
3. Insights: What can we learn to improve the experience? (e.g., Active career
cultivation is required, not just good work).

Final Insight:

 Passive vs. Active Stance: The user was waiting for opportunities instead of actively
pursuing them. The insight is that early, consistent, and proactive engagement in
career management is needed.

Key Takeaways:

 Journey Maps reveal user behaviors, thoughts, and emotions across time.
 Identifying pain points and root causes helps uncover areas for improvement.
 The tool is scalable for different timeframes and experiences.
 Understanding emotional responses during the journey is crucial for human-centered
design.

Module 4:
Ideate, prototype, and test:
What is Ideation?

 Ideation is the process of generating novel, innovative ideas to solve a problem at

hand.
 Techniques vary based on whether you’re working alone or in a group, and the type of
challenge you’re tackling.
 Use the “How might we” question as a prompt to guide idea generation.

Popular Ideation Techniques:

1. Force Fit:
o Combine two unrelated concepts, objects, or experiences.
o Unexpected combinations can lead to innovative solutions.
2. Crazy 8s:
o Sketching technique where you fold a paper into 8 squares and try to
generate ideas quickly (5-minute timer).
o Goal: Fill all boxes and, if time permits, sketch 8 more.
3. Worst Idea:
o Generate a list of bad, ridiculous, or gross ideas.
 o Laugh, re-engage, and then transform these ideas into something great by
finding value or inspiration in them.
4. Brainstorming:
o Come up with as many ideas as possible in a group or individually.
o Rules for effective brainstorming:
 Deferred judgment: Don’t judge ideas immediately.
 Encourage wild ideas: Break conventional thinking.
 Build on others’ ideas: Collaborate positively.
 Stay focused: Stick to the challenge at hand.
 One conversation at a time: Ensure all voices are heard.
 Be visual: Use sketches or diagrams to communicate ideas.
 Go for quantity: Aim for as many ideas as possible, without
overthinking.
 Be inclusive: Invite people with diverse backgrounds to participate.

Key Rules for Brainstorming:

 Deferred Judgment: Don’t dismiss ideas prematurely.

 Wild Ideas: Push boundaries and consider radical solutions.
 Build on Ideas: Enhance ideas by collaborating.
 Focus on the Topic: Stay within the scope of the challenge.
 Inclusive Participation: Bring in people with different perspectives.

Takeaway:

 Ideation is about exploring possibilities without constraints.

 Quantity matters at first; later you can prioritize and refine the best ideas.

Prototyping:
What is Prototyping?

 Prototyping is the process of quickly bringing an idea to life to test assumptions, get
feedback, and improve the idea before investing more resources into it.
 It helps reduce risk by allowing quick iterations and learning, avoiding large-scale
failure

Why Prototyping is Important:

 Traditional approach: Build a full version of the idea quickly (high risk of failure,
resource-intensive).
 Prototyping approach: Test simple, quick versions (low risk, fast learning).
 Goal: Uncover mistakes and refine ideas based on feedback before spending time and
resources.

Prototyping Methods:

1. Physical Prototype:
o A 3D mock-up made from everyday materials (paper, cardboard, string, etc.).
 o Helps visualize the idea and test assumptions.
2. Sketching:
o A quick, simple way to visualize design ideas.
o No need to be a great artist; basic shapes like lines, circles, and squares work.
3. Storyboard:
o A series of images or sketches that show the end-to-end experience or service.
o Similar to a comic strip, it illustrates how people will interact with the
solution.
4. Role-Play:
o Acting out or simulating the experience of using or interacting with the
solution.
o Great for testing services or processes with limited tools and low cost.

Prototyping Tips:

1. Prototypes Aren’t Precious:

o Keep prototypes rough and imperfect for honest feedback.
o A quick, sketchy prototype helps people focus on the idea, not the details.
2. Prototype Only What You Need:
o Focus on key aspects of your idea to test. Avoid getting bogged down in
unnecessary details.
3. Prototype Early and Often:
o Failure is okay. It’s better to build and learn from mistakes incrementally
than to theorize.
o Iterate and refine based on feedback.

Considerations When Prototyping:

 Who benefits the most and the least from the prototype?
 What assumptions were made when creating it?
 Prototypes should help learn and test assumptions, not just look good.

Takeaway:

 Prototypes help bring ideas to life quickly, get feedback, and refine them.
 Focus on speed and learning rather than perfection.

Testing:
What is Prototype Testing?

 Prototype testing is the process of gathering feedback on your prototype to see what
works, what doesn’t, and how to improve it.
 It’s a way to de-risk your ideas by learning from users’ reactions and iterating based
on real feedback.
Key Principles for Testing Prototypes

1. Consider Your Audience:

o Test with your target audience as well as people with an indirect stake who
may provide unique insights.
2. Test Early and Often:
o Testing should happen throughout the design process, not just at the end. Early
feedback helps avoid costly mistakes later.
3. Introduce the Prototype as a Work in Progress:
o Let people know it’s still in development to encourage honest feedback. If
they think it’s finished, they might hesitate to critique it.
4. Don’t Take Feedback Personally:
o Stay neutral when collecting feedback. Avoid getting defensive, as that can
lead to biased or less honest input.
o Constructive feedback is valuable for improving the solution.
5. Integrate Feedback in Real-Time:
o Use feedback as it comes to adjust and refine the prototype, co-creating the
solution with users.

How to Test Prototypes:

 Take the Prototype to Your Target Audience:

o Share the prototype and ask questions like:
 What do you like about this idea?
 What don’t you like?
 What would you change?
 What questions do you have about the solution?
 Observe Verbal and Non-Verbal Feedback:
o Pay attention to body language and tone of voice, not just what people say.
 Follow Up:
o Ask “why?” and “tell me more” to get deeper insights.

After Collecting Feedback:

1. Reflect on the Feedback:

o Did the prototype address the audience’s needs?
o Do you need a small tweak or an entire redesign?
2. Iterate Continuously:
o Prototyping is a cyclical process. You’ll go through testing, learning, and
evolving the solution repeatedly.

The Power of Human-cantered Design:

 Through continuous feedback and iteration, you may even refine your problem
statement.
 This iterative approach ensures that your solution truly fits the needs of users.
Takeaway:

 Prototype testing is a vital step in refining your ideas and ensuring they meet the
users’ needs through constant feedback and iteration.