VIRTUAL

DESIGN THINKING
WORKSHOPS
REMOTE WORKING IN THE NEW NORMAL

MICHAEL LEWRICK
PATRICK LINK
LARRY LEIFER

ILLUSTRATIONS:
ACHIM SCHMIDT
Imprint
©2021 dtp | Lewrick & Company GmbH | www.lewrick.ch
Kuerbergstrasse 29, 8049 Zurich, Switzerland
Design and typesetting: Lewrick & Company GmbH
Cover design and illustrations: Achim Schmidt

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 VIRTUAL DESIGN
THINKING
WORKSHOPS
REMOTE WORKING IN THE NEW NORMAL

MICHAEL LEWRICK
PATRICK LINK
LARRY LEIFER

ILLUSTRATIONS:
ACHIM SCHMIDT

3
 ABOUT THE AUTHORS
Michael Lewrick, Patrick Link, and Larry Leifer, are among the most influential
personalities in the global Design Thinking community. Together, they have published the
international bestseller "The Design Thinking Playbook,” in which they describe the
mindful digital transformation of teams, organizations, and companies. Building on the
success of the playbook, they have also created "The Design Thinking Toolbox.” The
toolbox, published in 2019, offers a unique collection of the most important tools and
methods (with short descriptions of how to use them) and downloadable digital
templates. The templates can be used both in a physical space or in a virtual
collaboration. In this new guide "Virtual Design Thinking Workshops,” the three experts
share their experience conducting virtual and hybrid Design Thinking workshops.

Michael Lewrick, PhD

Michael Lewrick has held different roles over the last few years. In them, he was
responsible for strategic growth, acted as Chief Innovation Officer, and laid the
foundation for numerous expansion initiatives in digital transformation sectors. He is
also a visiting professor at various universities, where he teaches Design Thinking and
innovation management. With Lewrick’s help, many international companies have
developed and commercialized radical innovations.

Patrick Link, PhD

Patrick Link has worked as a Professor of Product Innovation at the Institute of
Technology and Innovation Management at the Lucerne University of Applied Sciences
and Arts since 2009. He studied mechanical engineering at ETH Zurich, then worked as a
project engineer before obtaining his PhD. He also worked at Siemens for eight years.
Today, Link does lectures on product management and Design Thinking. He is
intensively involved in the further development of agile methods and hybrid
collaboration.

Larry Leifer, PhD

Larry Leifer is a Professor of Mechanical Engineering Design and the Founding Director
of the Center for Design Research at Stanford (CDR) and the Hasso Plattner Design
Thinking Research Program at Stanford University. He is one of the most influential
personalities and pioneers of Design Thinking. He has expanded Design Thinking in the
world and focuses on working in interdisciplinary teams.

ILLUSTRATIONS
:
Achim Schmidt
Achim Schmidt has created visuals for "The Design Thinking Toolbox"
among many other books. As a trained industrial designer, he worked for
ten years blueprinting cars. Today, he is a senior Design Thinking coach,
and trainer for graphic recording.

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CONTENTS
WHAT NOW? 7
Introduction - key takeaways 8

What is Design Thinking? 10

NEW NORMAL 12
The new normal 13

How does collaboration look like in the near future? 14

CHALLENGES 16
Challenges for virtual workshops 17

Dos and don'ts for virtual workshops 18

Etiquette and rules in virtual Design Thinking

sessions 20

Design Thinking leaders and workshop facilitators as role

models in virtual collaboration 22

Key issues when preparing virtual workshops 24

Virtual Design Thinking workshop agenda 27

VIRTUAL WARM-UPS 29
Virtual warm-ups 30

Warm-ups for a successful start 31

Warm-ups to energize in between 38

Activations and tasks for the in between 44

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DIGITAL TOOLS 49
The right digital tools for different cases 50

13 tips for virtual collaboration 52

VIRTUAL WHITEBOARDS 56
Working with virtual whiteboards 57

DESIGN TEMPLATES 63
Use of digital Design Thinking templates 64

Tips for creating templates 69

THE HYBRID FUTURE 73

Collaboration in the future is hybrid 74

CLOSING WORDS 80
Manifesto for hybrid collaboration 81

RECOMMENDED DESIGN
THINKING BOOKS 83
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WHAT NOW?
 INTRODUCTION -
KEY TAKEAWAYS
The arrival of COVID-19 quickly forced people to switch from physical to virtual Design
Thinking workshops. In hindsight, the transition went well, even in a short period of
time. However, there were pitfalls that Design Thinking workshop facilitators and
organizers should be aware of for the future. A number of things must be considered
when conducting a virtual Design Thinking workshop in order to ensure its participants
continue to have a good experience, similar to one in the physical space.
The success of any Design Thinking workshop is ultimately measured by the outcome.
This means, it is more and more important to make the best use of the time spent with
participants, clients, and experts. These guidelines, for conducting virtual workshops, are
based on our experience, which we have gathered in the necessary breadth and depth
over the last few years. We assume that even in this “new normal,” many of our practices
will endure. Therefore, it is even more important to build on previous experiences and
establish a new culture of virtual collaboration to be successful in the long term.
That said, this new style of virtual collaboration carries a multitude of challenges. In
order to continue current initiatives and innovation projects in a targeted way, fostering
the ability to quickly adapt is necessary. In this guide, we would like to address the
biggest challenges that occur when conducting virtual Design Thinking workshops. Here
are some key takeaways for quick readers:

KEY TAKEAWAYS

Use appropriate digital collaboration tools.

It is not enough to simply provide digital collaboration tools. We’ve had certain digital
tools since the beginning of the pandemic, but are only now realizing their full potential.
Selecting the right digital collaboration tools is important, but making sure they are used
correctly will ensure higher effectiveness. To do this, the right culture, clear guidance,
and a strong commitment from workshop facilitators and participants are crucial.

Consider time management and the balance between focused work and time out.
The new work routine, which is increasingly taking place from home, often blurs the line
between work and private life. As we know by now, this does not have a negative impact
on productivity, but it does affect how we feel about it and how creative we are. For this
reason, it is very important to build in brief breaks after each short and intense period
of radical collaboration. The length and frequency of an interaction greatly impacts the
atmosphere. We recommend taking a break after every hour and limiting the number of
hours spent in a workshop to not more than three hours.

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Cultivate culture, mood, and interaction in the virtual setting.
Communication is even more important in the virtual setting than it is in the physical
space. It can be more difficult to grab the attention of all participants online because of
the many potential distractions, such as email, Slack, and WhatsApp. This means, a new
culture and etiquette with clear rules is needed. Similar to in the physical space, warm-
ups help. They allow virtual sessions to get off to a good start and reiterate the
principles, etiquette, and other necessary specifics that make for a smooth digital
interaction right at the beginning of a workshop.

Remember structure, work instructions, and use of appropriate templates.

A well-rehearsed virtual collaboration can be practiced and learned. New routines, that
specifically benefit your team, can emerge. This could come through the use of a virtual
whiteboard that allows others to fill in their ideas for everyone to see or pre-defined
Design Thinking templates that help organize and define work structures. It is important
for each team to have its own online space and be given enough time to get used to the
respective virtual interfaces and dynamics at a distance. At the same time, clear and
unambiguous work instructions are crucial. This is especially true when there are a large
number of breakout sessions and teams are left to their own devices for a long time,
while they wait for a facilitator to enter the room and provide assistance. It is important
that the teams remain capable of interacting at all times and that the momentum is not
lost.

Examine prototypes and test scenarios.

Building physical prototypes in interdisciplinary teams and testing them with potential
customers/users in their context, is a central element in Design Thinking. Both are
particularly challenging in the virtual setting and present new obstacles in radical
collaboration. The possibilities range from purely digital and clickable prototypes, to
sketches, visualizations, storyboards, or wireframes that serve as a substitute for a
physical prototype. In virtual Design Thinking, it is important to think about future
testing when creating the prototypes and to plan the virtual, physical, or hybrid test
scenario accordingly.

Test technology and tools.

Of course, the technology used during online workshops must be tested and
functioning well. Special emphasis should be placed on audio quality. Each participant
should have a headset or a very good microphone. It is advisable to keep the video
function active, so that the participants can see the engagement of each other and the
facilitator can determine how active they are. The video function should be turned off if
the internet connection/bandwidth is insufficient and the transmission quality suffers. All
participants should ideally be familiar with and have access to all of the tools before the
workshop. We recommend sending out short preparation tasks and tutorial videos to
participants and inviting them to join the virtual whiteboards a couple of days before
the workshop.

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 WHAT IS DESIGN
THINKING?
Design Thinking is a mindset for creative problem solving, which was developed by
Larry Leifer, David Kelley, and Terry Winograd at Stanford University. The aim of the
approach is to bring people, with many different experiences and perspectives,
together to solve a possible problematic situation. This approach leads to innovative
breakthroughs.
Design Thinking attempts to generate innovation from the intersection of human
desirability and viability and technical feasibility. The focus of the approach lies in user
and customer needs. Products, services, processes, and business models are all
developed in accordance with the consumer’s needs through an iterative approach.
Design Thinking aligns well with the demand for agile and flat organizational structures,
especially in a world where the speed of change is steadily increasing. This mindset
transforms team structures, customers, and the way problems are perceived, and
solutions are created. Thus, it can help drive digital transformation and develop high-
quality experiences for customers. The Design Thinking process (see Figure 1) includes
six phases. It follows the double diamond process, which consists of a problem and
solution space.

Figure 1: Design Thinking process

Learn more about Design Thinking in "The Design Thinking Playbook.”

Lewrick, Link, Leifer
The Design Thinking Playbook
Mindful digital transformation of teams, products, services,
businesses and ecosystems

ISBN: 978-119467472

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Design Thinking flourishes through interaction, radical collaboration, and the space in
which the interaction and collaboration of interdisciplinary teams takes place. In many
ways, Design Thinking has positively shaped the culture of various companies,
organizations, and teams. That said, the key questions that have come up so far, have
been: 1. How does the “team of teams approach” help bring a workshop’s full potential
to life? 2. How can "the space" and “humans" unite in the most collaborative way?

Living through what is now referred to as the “new normal” means there are new
questions about the way of working, collaborating and interacting. Above all, the
primarily goal is to shape this changed collaboration by increasing the use of virtual
space in the best possible way. The transition from physical space to mental space to
digital space has unfolded in a very short period of time. Transferring the tools,
methods, and processes that have been effective into the virtual space and at the same
time, designing models for the future, is important. In the medium to long term, doing
so will make it possible to practice Design Thinking in a hybrid space, i.e., in a
combination of physical and virtual interaction.
Design thinking in a virtual setting opens up many new opportunities that need to be
exploited. Obviously, we have a clear cost advantage when conducting virtual Design
Thinking workshops. Online, travel and accommodation costs drop dramatically and the
involvement of team members and experts from all corners of the globe is just a “Zoom
invite" away. On the other hand, the breadth of digital tools that can be used is nowhere
near as extensive as the ones available when conducting Design Thinking in a physical
space. Depending on the previously lived culture of teams, organizations, and industry,
the virtual setting can often lead participants to be more open and communicative. It is
unencumbered and arouses curiosity. While digital interactions cannot replace physical
ones, it can be observed that non-verbal communication is leading to new dynamics in
virtual workshops. For example, a smile, thumbs up, or other emoji are at the tip of our
fingers. Paired with a large screen and a high-solution HD camera, virtual workshops can
help bring us closer to the action of the participants.
It has also been observed that some workshop participants find it easier to contribute to
the group or in discussions during virtual sessions because they do not have to
physically step in front of the group to exchange ideas or to present results. This can
lower mental barriers when it comes to contribution and produce more output in less
time. Shorter sessions and halved workshop days are easier for many participants to
reconcile with operational tasks. In addition, the breaks and new frequencies of delivery
give more time for the workshop facilitator to prepare and follow up. In between the
more frequent breaks, the virtual whiteboards can also be sorted and structured. At the
end of any virtual Design Thinking workshops, we also have the advantage of having the
results already available in a digital format. Digital prototypes and mock-ups can be
easily integrated and shared with the decentralized teams quickly and without media
interruption.

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NEW NORMAL
 THE NEWwNORMALy

We have all participated in, organized, or facilitated a number of physical workshops.

We all know the feeling of getting up early to catch the train and searching for the
entrance of the building where the workshop is taking place. As soon as we arrive in the
room, we look for the coffee machine to stay as active as possible during the long day
ahead. The recipe for success that comes with physical workshops, and the reason they
are often preferred, is they bringing people together face to face. This facilitates
discussion, creativity, and even agreement. Face-to-face communication is considered
by many to be more effective than digital communication because of clear verbal and
non-verbal cues. Moreover, we are all familiar with the positive energy that surrounds
us in a good creative space. Music plays, there is a handwritten welcome note with a
smiley face on the flipchart, participants jot their names on pieces of masking tape, and
a range of information (project specific or rumors) are exchanged at the coffee machine.
By the first warm-up, all participants are paying great attention and are looking
forward to an exciting Design Thinking workshop. Time flies as various tasks quickly
switch between focusing on "thinking" and “doing,” which enables the creation of
physical prototypes that are then tested. Participants learn from each iteration quickly.
In the new normal, virtual collaboration is essential when coping with any workshop or
meeting format. Our experience with it triggers ambivalent feelings. Many tasks are
carried out in a more efficient way in the virtual space, while other, more physical,
workshop elements are simply left out because there are no appropriate solutions for
implementing them. Most of us have gone through a steep learning curve since early
2020. We were already partly familiar with video conferencing tools, such as Zoom, MS
Teams, and Skype, but it still took some practice to learn how to operate and use virtual
whiteboards. We know the basic functions quite well now and the possibilities offered
by Miro, Mural, Klaxoon, MS Teams, and other collaboration tools. We have also quickly
learned how to set up and use digital templates and virtual work platforms.
We should see this radical and unexpected change as an opportunity to redefine
collaboration, eliminate hierarchy, and show every workshop participant how much
their individual voices are heard. After all, everyone can make their true feelings
known through an anonymous digital vote, which democratizes the balance of power.
As a workshop facilitator, you can switch between different whiteboard sessions with
one click, zoom into statements and digital Post-its, and aggregate, cluster, or move
information with minimal effort. However, as a workshop facilitator, you also have to
find ways to create the same energy in the virtual setting that was prevalent in the
physical space.

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HOW DOES COLLABORATION
LOOK LIKE IN THE NEAR
FUTURE?
We assume that in the future, there will be more hybrid work, i.e. virtual Design
Thinking workshops will be supplemented with interactions in the physical space and
vice versa. The goal should always be to choose the best format for the intended
objective of a workshop.
Depending on the situation, a physical workshop might be the best solution. In other
cases, a virtual-only intervention is the most efficient, as online meetings eliminate
time spent commuting and allow for cross-border collaboration during lockdowns and
travel restrictions. Assessments can be different for each participant and hybrid
solutions may also be a possible alternative. In these types of events, some of the
participants are physically present and the others are connected online to collaborate
on one specific problem statement.
Table 1 provides guidance to help decide between physical, virtual, or hybrid.
Based off of our personal analysis of the last few months, in which many design sprints
were conducted online, in hybrid, and even some physically, we have noticed that the
virtual setting has worked incredibly well. However, we have also noticed where the
limitations lie and where important elements of the Design Thinking paradigm have
been lost. Based on these experiences, we hope that after the current widespread
pandemic, many workshops will adopt a combination of remote and on-site work, i.e. a
hybrid-virtual model. This way, the advantages of both formats can be benefited from.
Virtually interviewing users, customers, experts, or test persons, can enable new
possibilities and effective workshop design in the future.
This type of hybrid setting will not only remain highly used in the corporate context,
but will also have a significant impact on Design Thinking education at colleges and
universities. We are convinced that the physical and virtual spaces for Design Thinking
will switch seamlessly between each other. This means, the best solution for designing,
building, and testing new products, services, and business ecosystems will be possible.
Similarly, everything from expert participation to prototype testing might be supported
with online collaboration tools. This hybrid-mode can be achieved by mixing different
space concepts, such as physical, virtual, informational, conceptual, social, and
navigational space. (See chapter "The Hybrid Future,” p. 73 ff.).

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Table 1: Decision table for virtual, hybrid, or physical meetings or workshops.

Virtual Physical Hybrid

meetings and workshops meetings and workshops meetings and workshops
Decision criteria and mode of implementation
• Short meetings for decision • Meetings about important • Important decisions
making decisions • Complex topics with the
• Complex topics involvement of external
experts and/or virtual
participants
• Structured presentations (as • Avoiding chaotic or ad-hoc • Project meetings are had
many as needed), e.g. status discussions without an agenda with the decision-makers on
meetings, information meetings site and the audience
remotely
• Presentations can be on site
Workshops
• Workshops with few participants • Workshops with many • Workshops with virtual
(<7) or many participants (>30) participants divided into large participants in larger groups
in predefined subgroups groups according to the that are already divided up in
situation (approx. 7-29) advance
• Workshops with clear structure, • Flexible structure required • Workshops with a defined
process, and templates, that are • No templates, open discussion procedure can be adapted
easy to plan depending on the situation
• Templates defined
• Workshops for brainstorming • Workshops with physical • Broadcast workshops with
with Post-its models, prototyping for physical models are done via
creative problem solving video
• Partial digital prototyping for
creative problem solving
Participants
• Participants already know each • Participants don’t know each • Participants know each other
other well and there is a sense of other well and are building partially and are deepening
familiarity relationship and trust, which is their connections
important
• Communication between • Communication between the • Communication between the
participants is not important participants is important participants is somewhat
important
Time duration (ratio of traveling time to interaction time)
• Participants can be from far • Short travel times • Participants with longer
distances • Participants are on site journeys participate virtually
and the others are on site
• Short meetings or workshops • Longer meetings or workshops • Longer meetings and
projects over a longer period
of time
Facilitator and experiences
• Participants and facilitators are • Participants and facilitator may • Participant and facilitator are
very experienced with online have little experience with very experienced with online
tools online tools tools and a co-facilitator is
used if needed
• Infrastructure available and • Infrastructure, network • Infrastructure available and
tested connection questionable tested

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CHALLENGES

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 CHALLENGES OF VIRTUAL
DESIGN THINKING
WORKSHOPS
As previously mentioned, the virtual workshop setting can bring a number of new
challenges for the design team, but also for each individual participant and facilitator.
For the participants:
o It is more difficult to showcase your personality.
o Grasping the overview of the workshop can be complex.
o Parts of the physical experience cannot be replaced in a virtual setting.
o The interpersonal component is missing.
o The potential of distraction is very high.

For the facilitator:

o Ensuring equal participation and involvement of all participants is
difficult.
o Stimulating consistent creativity and responses through ad hoc interventions is needed.
o Creating the right mix of flexibility and structure can be tricky.
o Launching activities is usually challenging.

For the entire Design Thinking team:

o There can be delays of inputs from participants.

o Lengthy bilateral discussions and monologues by individual participants.
o Different dynamics between the sub-groups.
o Audio and video quality dependent on technologies and infrastructure used.
o Free discussions are more difficult. A clear structure and templates are needed.
o The templates used must be simple and understood by all.

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DOS AND DON’TS FOR
VIRTUAL DESIGN
THINKING WORKSHOPS
We could have written a whole book on the dos and don'ts of virtual Design Thinking
workshops. In many of the Design Thinking sessions we participated in, we saw a range of
successful, new approaches, but were frequently surprised with how different paradigm
was in the virtual space. And often, the core of the Design Thinking mindset was missed.
Here is our brief summary of the most key dos and don'ts for virtual Design Thinking
workshops:

Dos
 Create a positive and relaxed atmosphere.
 Try to respond to the individual needs of the participants.
 Allow participants twice as much time for tasks and brainstorming sessions.
 Split full-day workshop formats into half-days spread over two days.
 Take small breaks after 45 to 60 minutes and allow participants time to get fresh air.
 Have a clearly communicated agenda with breaks.
 Create a clear structure so that the overview is not lost.
 Make sure you have good time management. Timeboxing is important. The process
and methods should be broken down into smaller chunks (e.g. five to 10 minutes).
Set a timer so that the interaction stays focused.
 During the preparation of the workshop, divide larger groups into smaller break-out
teams (avoid creating groups on-the-fly).
 Reserve enough time for presenting and discussing group results.
 Agree on rules of the game, such as only checking emails and other distractions
during the defined breaks, being punctual, or just uploading preparation tasks in
advance.
 Webcams for non-verbal communication should be switched on and monitored by
the facilitator. Use of the webcams for voting, e.g. thumbs up for an “everything is
fine” or raising of hands for voting.
 Use digital Design Thinking templates with clear instructions.
 Organize test subjects.

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Don'ts
 Don’t omit any steps from the Design Thinking microcycle.
 Don't reduce Design Thinking to digital Post-its and drawings.
 Don't forget to interact with potential customers, conduct in-depth interviews, and
test prototypes.
 Don’t limit creativity and allow workshop participants the freedom to adapt
templates.
 Don't forget to ask for feedback on the virtual workshop at the end and don't
underestimate the potential.

Five rules to follow during a virtual Design Thinking workshop

▪ All virtual Design Thinking workshops should have an experienced
facilitator.
▪ The chat function should be used to contribute and announce time
remaining.
▪ Agree that everyone who is not talking should mute their microphone.
▪ Do shorter Design Thinking workshops and breakout rooms or provide
regular breaks.
▪ Use online tools or shared drives for documentation so that ideas can be
built on, combined, or re-clustered later.

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 ETIQUETTE AND RULES IN
VIRTUAL DESIGN
THINKING SESSIONS
In virtual workshops, it is the facilitator’s duty to briefly introduce the rules and
etiquette and give information about breaks. For example, they might advise
participants to give feedback by using the words "I like…" or "I wish..." to maintain
positivity throughout the design activities and cycle. In addition, we might decide
laptops are not needed in the morning and that participants should have them packed
away. Many of these rules also apply to collaboration in the virtual space, except for the
laptops, which we will certainly need.
For collaboration in the online space, new expectations are added, some of which have
already become routine or should be clearly communicated before a virtual workshop.
The expectations should be sent out with the invitation to the online meeting. It has
been proven useful to briefly repeat the etiquette at the beginning of the virtual
workshop. The recommendations below of expectations for participants in virtual
workshops, have shown themselves to be successful in hundreds of sessions over the
past months.

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1. Prepare for the virtual meeting by asking yourself: What is the
problem? Which stage of Design Thinking process are we at? What
do we want to achieve in this virtual workshop? How can I prepare
myself? What can I have ready?
2. Before the virtual meeting, check if you know the collaboration
tool and if you can log in with your device.
3. If available, use a good and charged headset that eliminate echoes
and background noise.
4. Choose a well-illuminated and quiet place. It would be a shame if
you were not visible.
5. Be on time for the virtual workshop. It is better to start a little
earlier with the dial-in and be ready with video and audio, than be
late.
6. If possible, switch on your webcam and mute your microphone
when you are not speaking. With the camera on, everyone can see
that you are present and in a good mood.
7. Actively use the chat function and the available non-verbal
functions (e.g. hand-up function) to indicate you would like to
contribute or ask a question. In longer presentations, questions
can be placed in the chat without unnecessarily disturbing the
flow of the presentation. Avoid repeating chat questions and use
functions such as "Like" or "Upvote" to emphasize their
importance instead.
8. Close all applications and tabs in the browser that are not needed
for collaboration. Instagram, Facebook, and Netflix are good for
maintaining social contact and fighting boredom, but all of them
are distracting in the workshop.
9. Speak clearly and slowly, watch the time, and let others have
their opportunity to speak too.
10. Show gestures in the form of nodding or smiling. For the
facilitator, receiving any kind of feedback is very important to get a
better sense of the mood and know that all participants are still
listening.

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 DESIGN THINKING LEADERS
AND WORKSHOP FACILITATORS
AS ROLE MODELS IN VIRTUAL
COLLABORATION
The attitude and personality of the facilitator is of great importance during a virtual
workshop. A moderator should be appointed for each workshop and keep a low profile
in his or her role. It is already very difficult to conduct good moderation in physical
workshops and so new ways of behaving and leading are added in the virtual space.

Act as a role model

and at the same time...

…while providing guidance …give the freedom to define

on tasks and learning... objectives and to let the team
concentrate on results…

...to strengthen the culture and the

appropriate mindset…

➢ Be available and "present" for all Design Thinking teams, even if you are not
physically on site. It is important for Design Thinking leaders to actively listen, take
notes, and to focus on working with teams through all design phases.
➢ Give clear instructions and establish a "new" and appropriate team meeting
culture, e.g. daily stand-ups, one-on-one meetings, and joint reflection on the
project or virtual collaboration.
➢ Get to know the different online types and the specific situation of each
individual in your design teams and accept the specific behavioral patterns of
each of them.
➢ Give Design Thinking teams more freedom to develop content, ideas, and
solutions. Having a lot of face time and visibility in the virtual workshop does not
make you more creative or productive.
➢ As a Design Thinking leader/facilitator, be approachable, authentic, and do not
hesitate to address the concerns of the team members or other stakeholders.
Always share your own feelings and feedback with the respective teams.
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➢ Make sure all participants can get involved and that everyone is still active.
➢ Focus on simplicity/practicality to make agile approaches a routine in the new
normal.
➢ Be effective with the resources available and do not stress the design teams with
endlessly long Zoom meetings. Offer virtual learning snippets and different formats
of sharing to develop new skills, e.g. virtual collaboration, for a change.
➢ Accept that many of the new forms of collaboration will become part of the
culture and routine. However, regularly reflect on whether the important
elements of the Design Thinking mindset are being lived virtually and what needs
to be adapted.
➢ A co-facilitator can be helpful when troubleshooting is needed during the
workshop. For larger groups or, more importantly, for hybrid workshops, it may be
useful to select a technician or co-facilitator to ensure camera settings are correct
and handle the interactive or digital whiteboards.
➢ Always be familiar enough with the technology and infrastructure to be able to
provide support if something doesn't work for a participant.
➢ Define the tools and templates in advance and test them before each workshop.

MULTI-TASKING

23
 KEY ISSUES IN THE
PREPARATION OF VIRTUAL
WORKSHOPS
When conducting virtual Design Thinking workshops, there are core questions to go
over during preparation that cannot be missed. Many may already be familiar thanks
to tools created to help with workshop planning, such as the “Agenda Canvas.”
However, the advice is different for virtual events. It is important to consider the
individual needs of each participant when preparing and ensure you are providing an
effective virtual working environment and meeting collaborative requirements when
setting up the space.

Workshop objectives
o What is the goal?
o What content and insights should be shared?
o What results are expected and when?
o What are the most important results/milestones?
Workshop participants
o How many people will participate?
o Who are the participants?
o Where are the participants located?
o What is their physical situation and do they have Internet connectivity?
o Which time zone are the participants from?
o What is their experience with virtual tools like Mural, Miro, or Klaxoon?
Workshop format, meetings, events
o Is the meeting or workshop absolutely necessary? Does it make sense for
everyone to attend?
o What format should be used to interact with participants in a targeted way?
(e.g. meeting, workshop, information event)
o Can any asynchronous formats, such as video or webinar with separate
Q&A, produce the same results?
o What technologies and virtual whiteboards are available?
o What core functions are needed for interaction? Check whether the existing
infrastructure is sufficient before proposing the use of new digital tools.

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Features and technical possibilities of the digital tools
o Does the collaboration platform offer audio and video?
o Does the platform work alone or does it need to be combined with other
digital tools?
o Do all participants have access to the chosen tools and do they know how
to use them?
o Are you well-versed in how to set up the virtual room?
o How will you document and organize the results of the workshop? And
what kind of tools will you use?
o Should the workshop be recorded?
Implementation, activities, and procedure
o How can the objectives be accomplished in a virtual setting?
o How can breakout rooms and group activities be timed?
o How is the activity organized? How long can people work together
virtually? And how many breaks are needed?
o How can a balance between intensive work, reflection, and downtime be
maintained, while ensuring maximum productivity?
o How can breaks between workshops be effectively used with both
individual work and face-to-face virtual collaboration?
Increasing the commitment
o How can virtual collaboration be facilitated for participants?
o Which tools are available to compensate for limited non-verbal
communication?
o Which visuals can be used to ensure clear communication when it comes to
determining what stages the teams are at and what is being worked on?
o What is the best way to share the workshop agenda and motivate
participants to complete pre-processing tasks?
o How can existing Design Thinking PDF and digital templates be best
utilized?
o What is the best way to introduce a task or a digital template in the virtual
space?
o How can videos or warm-ups be used to increase activity after a loss in
momentum?

25
Interactive start of a virtual workshop
o What is the best way to organize the workshop launch?
o How can a topic/problem be introduced well?
o Which warm-ups are useful and can be used as segues to an upcoming
task?
Facilitate virtual Design Thinking workshops
o What is the best way to explain an activity?
o How can questions be clarified quickly by the groups themselves?
(e.g. written explanations)
o How should the breakout rooms be moderated? Who will moderate them?
o How can tasks and work be distributed? How can discussions be initiated?
Are there any seed questions to include?
o How can concentration be ensured? And how does the facilitator sense if it
is time for a break?
o How is the testing of the prototypes done?
o How should (partial) results be presented and feedback obtained?
Design of follow-ups and action plans
o What is the best way to close the virtual session?
o What methods and tools can be used to prompt decision-making?
o How can an action plan be created and implemented in the virtual space?
o Which questions, templates, and activities should be used to encourage
reflection?
Share workshop results
o How can the results from virtual meetings, workshops, and customer
interviews be summarized and shared?
o How are the results of the virtual whiteboard sessions downloaded and
processed?
Putting momentum into action
o How are post-workshop tasks distributed? What is the best way to follow
up with those involved?
o When will the next virtual interaction take place?
o How can commitment to group activities and tasks be maintained by
participants?
o How is an action plan created and managed in the virtual space?
o How is feedback given and processed on an ongoing basis?

26
 VIRTUAL DESIGN
THINKING WORKSHOP
AGENDA
Sending out the invitation and agenda for a virtual Design Thinking workshop should
be done carefully. The planning has to be much more detailed than it does for a
physical Design Thinking workshop and all tasks and instructions have to be adapted
for a virtual space.
When sending out the invitation, it is very important that participants are asked to
read the information carefully and make all preparations accordingly. The agenda for
a virtual Design Thinking workshop should be sent out at least one week in advance. It
should include information on which virtual whiteboard will be used so that
participants can register. For most boards, such as Miro, an email address, password,
and a compatible browser, such as Google Chrome or Firefox, are required for
registration and login. In addition to the whiteboard, it is also important to select a
suitable video conferencing tool. Here, it should be clarified beforehand whether all
participants have access and if it meets the security requirements of the respective
company. There are often restrictions or limited possibilities here.
We have had success with inviting participants to the virtual whiteboards and
environments in advance so that they can have a look around. If there is already
content uploaded, be sure to use the lock function so that the participants do not
cause any unwanted chaos in the virtual space. This is especially important in the
early phase of a Design Thinking project, but also later in the testing of prototypes.
Interaction with potential users and customers is desirable. The agenda helps
participants use time slots to invite prospective interview partners for in-depth
interviews or present prototypes for feedback.
Write down the participants' email addresses and phone numbers so that you can
contact them in case of emergency or provide lost links to MS Teams rooms again. A
typical agenda for two half-day Design Thinking Workshop sessions is outlined in Table
2.

27
Table 2: Workshop agenda example
DAY- 1 «Morning»
Time Content/Task Group Material
8:30-8:45 Welcome, incl. introduction, All Send guide for “virtual
etiquette, and rules for virtual design thinking
workshops and collaboration workshops”
8:45-9:00 Warm-up All Warm-up Self Portrait

9:00-9:30 Team set-up and division into All

groups and breakout rooms
9:30-9:45 Brainstorm team names in Group 1-n
each group and set up virtual
whiteboards

9:45 -10:00 Break

10:00 – 10:30 Definition of a problem Group 1-n Template: 
Problem
Statement
10:30 – 10:50 Pitch the problem All Template: Feedback
Capture Grid
10:50-11:00 Break
11:00 – 12:00 Creation of a persona Group 1-n Template: 
User
Canvas
12:00-12:30 Pitch persona
12:30 – 12:45 Short feedback round of day 1 All Mentimeter

DAY-2 «Afternoon»
13:00-13:30 Welcome and warm-up All Warm-up Fitness
Exercise
13:30-14:30 Validation of assumptions with Group 1-n Template: Interview
2 to 3 in-depth interviews and for Empathy
first iteration in terms of
persona and tasks to be
fulfilled
14:30-14:45 Break
14:45 – 15:15 Brainstorming critical functions Group 1-n Template: Critical
and experiences Functions &
Experiences
15:15 – 15-45 Brainstorming (brain-dump) Group 1-n
15:45 – 16:00 Break
16:00 – 16:45 Special brainstorming x 2 Group 1-n Template: Special
Brainstorming
16:45 – 17:00 Break
17:00 – 17:30 Clustering of ideas Group 1-n
17:30 – 17:50 Pitch ideas and feedback Group 1-n Template: Create a
Pitch und Feedback-
Capture-Grid
17:50 -18:00 Summary of the day, reflection Template: Sailboat
and outlook for the next Retrospective
workshop
28
VIRTUAL
WARM-UPS

29
 VIRTUAL WARM-UPS
In Design Thinking, we use warm-ups in different situations to pursue a specific
purpose. In “The Design Thinking Toolbox” we present six of the most popular warm-
ups for physical workshops from the global Design Thinking community. Among them,
were classics like the “clapping game” and an activity called "building marshmallow
towers.” They each have a specific purpose. For example, the marshmallow warm-up
serves as an ice-breaker to get first experience with rapid prototyping. Other warm-ups
help participants get back into gear after the lunch break or simply promote creativity.
Here, we would like to introduce warm-ups that are particularly well-suited for virtual
meetings. As in the physical space, well-chosen warm-ups support the Design Thinking
process, serve as energizers, and improve the solution-finding process. It is also
important to choose the right warm-ups for the respective organizational and team
culture in the virtual space. It would be a pity if a badly chosen warm-up led to
nervousness and irritation. Our tip: If you choose to do a warm-up, make sure it is
carefully selected. It is important to choose the right one for your situation. To do so,
facilitators and moderators should ask themselves:

o What is the purpose of the virtual warm-up? (Examples: to activate, loosen up,
relax, create a sense of community, stimulate creativity).
o What is the degree of personal familiarity that the virtual warm-up requires?
o Is the private environment or privacy of the participants affected?
o Will the participants accept the proposed method?
o Is it necessary for everyone to see each other in the virtual meeting/break-out
during the warm-up?
o Can the warm-up be done via voice or chat?
o How is the warm-up related to the topic of the workshop or the next task?
o Do the workshop participants need materials to complete the warm-up?

The following online warm-ups can be used at any point of a virtual Design Thinking
workshop. Our selection is particularly useful for getting to know others and activating
participants.

Warm-ups have many positive effects:

-> Introduce (new) team members and get to know them better
-> Reduce shyness and inhibitions
-> Opportunity to familiarize all participants with the digital tools
-> Improve communication and collaboration
-> Increase focus and creativity
-> Build trust to ensure participants feel connected to each other
-> Stirs up fun and mental acuteness in the workshop

30
 WARM-UPS FOR A
SUCCESSFUL START
Warm-ups help you feel present, put aside other tasks, and get into the right mood
during physical Design Thinking workshops. In virtual Design Thinking workshops, we
use warm-ups not only at the beginning, but also after a break or when we notice the
group is no longer working efficiently and needs to be energized. Online, it is
important to stimulate creativity, promote group dynamics, and use warm-ups as an
ice-breaker to get to know others. Below, we have listed simple warm-ups to help
introduce the participants.

1) Take a self-portrait or do a photo challenge

Goal: Fun. Mindset.
Visualizing, having fun, and making mistakes are important elements in Design
Thinking. And you can successfully combine all of them when creating a self-portrait. As
the proverb says, “A picture is worth more than thousand words.” Visualizing the idea
helps the other person to understand it better. Moreover, sketches spark imagination
and new ideas. Unfortunately, many people don't dare to try doing one, because they
feel like they don’t know how and it takes them out of there comfort zone.

Alternative: Photo challenge

Conducting a photos challenge can
work well online. For example, sharing
old photos of participants from when
they were children can be fun.

Expert tips:
Everyone creates a self-portrait or uploads a photo of them as a child and the others
have to guess who it is by writing a Post-it with the name of the person. Each
participant chooses a different Post-it color, so that it is clear who has made the best
guess. Everyone must send their photo to the moderator beforehand to avoid cheating.
Self-portraits can be drawn with a simple online sketching tool or by hand on paper
that is then photographed and shared. Constructive and fun mistakes can occur if
participants are tasked with sketching the self-portrait without looking at the paper.
Alternatively, each participant can sketch someone else and everyone has to guess who
it is.

31
2) Virtual line-up

Goal: Get to know each other. Fun.

The line-up provides the participants and moderator with a quick assessment of
what the team’s prior knowledge and experience might be. Questions can also
be included so that the participants get to know each other better.

Expert tips:
Instead of the participants arranging themselves in a line in a physical room, they place a
Post-it onto a scale of one to 10 on the virtual whiteboard.

Possible questions are, for example:

o How much experience do you have with Design Thinking and agile methods?
o How well do virtual workshops work for you?
o How tired of Zoom are you?
o Place yourself on the scale according to age.
o Place yourself on the scale according to physical distance from location of workshop.
o Who has worked the longest for the same employer?
o Who has the most siblings?
32
3) Two truths and a lie

Goal: Get to know each other. Fun. Mindset.

Building trust in one other is very important. To do this, you sometimes have to leave your
comfort zone. Most of the time, we only know the vertical component of a T-shape profile.
This warm-up allows the participants to get to know each other from a completely new
side, discerning the horizontal part of the “T".

Expert tips:
This is a classic getting-to-know-you game that helps team members connect and learn
new (and surprising) things about each other. Each person takes a few minutes to think of
two interesting facts about themselves and one which is not true. Then the participants
take turns sharing their three statements and let the rest of the team guess which one was
made up.

Alternative:
Each participant writes three things on a virtual Post-it, e.g. characteristics that he/she
possesses. By means of dot voting, the participants can then choose which virtual Post-it is
right or wrong.
33
4) Show and tell

Goal: To get to know each other.

In this activity, team members are asked to choose a favorite item from their desk. The
item should either be special and particular or have a special meaning for the person.
By doing this, team members get to know a new side of the person. Participants can
choose anything from a favorite book to a framed picture.

Expert tips:
All participants have one or two minutes to pick up an item. After everyone has their
item ready, participants take turns presenting it for one minute via the camera.

Alternative:
If there are few participants, this can be turned into a guessing game in which the
others try to guess the meaning.

34
5) One word check-in

Goal: To recognize mood.

In this warm-up, the aim is to capture the mood of the groups as quickly and easily as
possible.

Expert tips:
During this warm-up, team members are given a prompt and asked to select and share
only one word that represents their response. The words can be shared aloud or in the
chat box. Examples of prompts could be, "How are you feeling right now?”, ”What is
something you need most from the team?" or "What are you grateful for today?"

Alternative:
See mood meter.
35
6) Each of the ...

Goal: To get to know each other.

The moderator asks various questions in quick succession, which are to be answered with
a yes or no.

Expert tips:
All participants turn on the camera. The moderator asks the questions. Instead of
answering “yes” or “no,” those who say “yes” remain visible in front of the camera. Those
who say “no” hide themselves. At the beginning, very simple questions can be asked and
then as the game goes on, more personal ones are revealed. Questions can be about well-
being, the environment, hobbies, and preferences, or the project.

Example questions:
“Who has children?”
“Who has a cat, dog, rat, etc.?”
“Who has a Tesla/travelling by public transportation…?"
“Who loves/hates football, etc…?"
“Who loves/hates Zoom,…?”
“Who is tired/slept well,…?”

Alternatively, everyone can ask questions. The facilitator calls on the participants in turn to
ask a question. 36
7) Something about me...

Goal: Get to know each other. Fun.

This warm-up is intended to promote a more personal connection between team
members and discover new sides of colleagues.

Expert tips:
Each participant is asked to share a fun fact about themselves by completing the
following sentence: "Something about me that you probably don't know is ...". After
everyone has contributed, you can spice it up by voting on the most interesting or
surprising fact and giving that person a big virtual applause.

Alternative:
Make a guessing game out of it by asking team members to email their answers to the
facilitator in advance. Then the facilitator can read out each fact and have everyone
guess who it is.

37
 WARM-UPS TO RE-ENERGIZE
In every workshop, the energy level fluctuates or the focus is to be placed on a new task.
When this happens, warm-ups help to re-energize the team.

1) Virtual Schnick-Schnack-Schnuck/Rock-Paper-Scissors

Goal: Fun. Enable.

The game makes it possible to quickly raise energy and, for example, get into a different
mood before an ideation task and awaken a child-like curiosity.

Expert tips:
It is easy to play in virtual space. The important thing is that the facilitator must make
an announcement to let the individuals know who has to play against whom. The
facilitator can easily prepare this on a mural. There is a virtual Post-it for each
participant. The winner moves up a round and sees who they play next. The moderator
says “Schnick, Schnack, Schnuck” (or Rock, Paper, Scissors) and the participants make
the hand gesture in front of the camera (preferably without a virtual background). The
game is played as a best out of three. Whoever wins twice, moves on to the next round.
The winner then moves their Post-it further on the virtual whiteboard. The moderator
notices when all the Post-its have been moved and the participants are ready. And the
next round starts.
38
2) Count up

Goal: Fun. Concentration. Group dynamics.

The game helps increase concentration and engagement with others.

Expert tips:
In this activity, the common goal of the group is to count up to 20. Only one person can
speak at a time (by saying a number out loud) and there is no set order of who comes
after who. Also, if someone says the same number at the same time (even by just one
second), the group has to start again at number one. To be successful, everyone has to
listen carefully, stay present, and adjust to "reading the virtual space.”

39
3) Shake down

Goal: Fun. Refocus. Concentration.

Attention wanes after sitting for a long time. This is a fun warm-up exercise that
involves physical movement and stretching, which can be useful to activate participants
who have sat in many meetings! The shaking movements help to let go of the old and
adjust to the new.

Expert tips:
Ask everyone to stand up (although it can also work sitting down). Shake the right arm
first, then the left arm, then the right leg, and then the left leg. Start with six shakes on
each side, while everyone counts together. Then do five shakes and move your way
down to one. At the end, have everyone cheer and clap. For a more playful approach,
you can also ask the participants to strike a pose at the end of the exercise.

40
4) Fitness exercises

Goal: Fun. Enable.

To overcome "Zoom fatigue" and raise energy levels, short fitness exercises can help.
This takes the participants out of their comfort zone and strengthens the group feeling.

Expert tips:
All participants turn on their cameras. The facilitator does an exercise and everyone
joins in. Alternatively, the participants each have to take turns showing everyone how
to do a short exercise.

41
5) Mood Meter

Goal: To recognize mood.

In this warm-up, the aim is to capture the mood of the groups as quickly and easily as
possible. The participants are asked to express their mood in just one word and share it
with the others.

Expert tips:
Examples of questions or prompts:
“How are you feeling right now?”
"How was this task/workshop/presentation?”
"What is something you need the most from the team?”
"What are you thankful for today?”

Participants think of a word and say it out loud or write it in the chat box.

Alternative:
Like to the Emotional Response Cards from “The Design Thinking Toolbox,” predefined
word cards can show the mood of the individual participants. These cards can be easily
uploaded to the digital whiteboards. Participants then mark their mood with a sticky
dot. If there is less time available, participants can select one of the four colors. This
tool was developed by the Yales Center of Emotional Intelligence.

42
6) Protobot

Goal: Activation. Fun.

Prototyping is an important part of Design Thinking. As a warm-up, participants can
create a prototype with the things they have at home. Everyone then uploads a photo
of their prototype to the online whiteboard.

Expert tips:
Give participants five minutes to get material to build the prototype. The most original
prototype will be rewarded with a big virtual applause.

43
 ACTIVATIONS AND TASKS TO
MAINTAIN ENERGY IN BETWEEN
Similar to warm-ups, activations and tasks performed by everyone, help keep attention
alive and energy levels high.

1) Surveys

Goal: Quantified assessment by the group

Surveys can help gain quick feedback and a first quantified assessment from everyone.

For example, it might be helpful to include a short online feedback round, e.g. after a
presentation or introduction of an idea. This activates the participants and gives an
overview at the same time. The advantage of quick check-ins with surveys is that
everyone can/must participate.

Expert tips:
Simple surveys can be created directly in Zoom or Teams. However, separate tools such
as Kahoot, Mentimeter, or Quizlet are also very helpful. This allows for activities to be
run simultaneously, while interacting with the participants. But also, it may distract
them because they have to use the mobile phone for this activity.

44
2) Dot voting

Goal: Quick feedback or evaluation

Each participant can quickly give feedback.

Expert tips:
Dot voting works best on Mural, Miro or Klaxoon on Post-its. If you don't have virtual
Post-its, you can prepare a scale from one to five.

Dot voting can be used more frequently in virtual workshops as compared to physical
workshops. It is one of few ways to assess a group's preferences during virtual
workshops. Dot voting can also be used in combination with mood meters.

45
3) Applause

Goal: Motivation. Recognition.

Applause is an important part of workshops to create a positive culture and express
appreciation. Applause can often be neglected in virtual workshops. We have had good
experiences with “waving hands.”

Expert tips:
Participants hold their hands up to the camera and wave their palms back and forth.
This is applauding in sign language and demonstrates praise and recognition. It helps to
introduce this gesture at the beginning of the workshop and then to call for it again and
again, just as we do in a physical workshop.

In Zoom and other similar platforms, there is also an icon for applause. This can be
used, for example, if the cameras are not on or if you only want to quickly express your
approval. However, using this is much less effective and the perceived recognition is
lower.

46
4) Image search

Goal: New ideas. Loosening up. Getting to know each other.

Pictures stimulate the imagination and can help spark new ideas. Pictures can also be
used to get to know others better. A board with funny GIFs or memes can also be
created to liven things up.

Expert tips:
In this game, the facilitator gives the group a caption, such as “me in work mode,” “my
perfect Saturday,” or “this is how I make coffee.” Participants use Google Image Search
to find a graphic, GIF, or meme that matches the prompt. For GIFs you may also use
giphy.com. Everyone pastes their chosen image into a shared Google document. Team
members then talk about which image they chose and why. Note: Image selection can
be done either before the meeting or during the meeting itself, depending on how
much time is available.

Alternative:
Ask the question, “If you were an animal, which would you be?”

Or in small groups, create a desiccated space on the whiteboard for each participant
and place a photo of the colleague that you believe represents the animal.
47
5) Random questions

Goal: Loosening up. Getting to know each other.

It is sometimes difficult for the facilitator to ask the questions if they do not know the
group or are afraid of crossing a line. Random questions can help here.

Expert tips:
Participants answers the same question or get their own. Everyone is allowed to
request another if they’d like to change it.
This website offers random questions at three levels of difficulty:
https://icebreaker.range.co
This website offers different questions for check-in or check-out:
http://tscheck.in/

Example questions:
“What excited you the most when you joined this team?”
"What are three words you think someone would use to describe you?”
“What was your most valuable mistake today?”
“If you had one wish, what would it be?”
“Where would you like to move to when you retire?”
48
DIGITAL TOOLS

49
THE RIGHT DIGITAL TOOLS
FOR DIFFERENT CASES
When selecting suitable digital collaboration tools, it is important to first look at what
is already available. Many companies, universities, and colleges have already
purchased licences for digital collaboration tools and video conferencing, which can be
used at short notice to hold virtual workshops, events, and meetings. If no suitable
digital tools are available or the existing ones prove to be ineffective, there are various
free collaboration solutions available. Others solutions, which often need a licence,
offer advanced functions to conduct virtual collaboration or meetings with the
highest-quality experiences on the market. It is important to choose the right tool for
the case and not use something that is just popular in the Design Thinking
community. Team cultures vary, which means they may need different digital tools.
Well selected tools can help maintain productivity and creativity, as well as create
good vibes and promote team building. Here is our list (see Table 3) of cases and
digital helpers for different formats:

TEAM VIRTUAL DESIGN

BUILDING? THINKING
WORKSHOP?

PRESENTATION?

PROJECT EVENT?
MANAGEMENT?

50
Table 3: Suitable digital tools for different cases

Format Case Digital tools

Virtual Design Brainstorming, planning experiments, clustering ideas, Mural, Miro,
Thinking dot voting, and polling. Klaxoon, Retrium,
Workshops Tips: Interact with participants through virtual MS Teams, Stormz
whiteboards and use Design Thinking templates, polls
for voting, timers, and chats.

Virtual Distributing information to different target groups and Skype, Zoom, MS

communication receiving feedback in a structured and efficient way. Teams
Tips: Video conferencing, group chats, and virtual reality
tools enable efficient two-way communication.

Virtual Conducting regular meetings on a wide variety of topics Conceptboard,

presentation and that are part of an existing team, organization, or Workplace, Slack,
company culture. or Skype and Zoom
meetings
Tips: Conduct online meetings with new formats, such as in combination with
stand-ups and shorter status updates. Use modern and Mural, Miro,
agile tools, including Q&A functions and templates. For Klaxoon
example, interactive lessons learned in the context of
the reflection phase.

Virtual project Sharing, editing, and distributing documents, Teamwork,

management presentations, and other working materials. Confluence, Jira,
Tips: Use of file-sharing systems, collaborative editing of Basecamp, Trello,
templates, and reports in real time. asana, Slack

Virtual Team Team building, collegial friendships, and cohesion are Kahoot!, TEAM
Building important elements for the success of complex projects. MOOD, Dr. Clue,
Tips: Conduct virtual coffee and networking events and donut
use gamification apps to promote collaborative learning
spirit.

Virtual Organization of events for various occasions, such as Meetyoo,

Event Christmas, company anniversaries, project successes, HEXAFAIR, ENGAGE,
and completions. VIRTUALIST
Tips: Use familiar and new technologies to enhance the
experience for event participants.

Virtual Host meetings, events, and workshops in virtual worlds Rumii, horizon,
Realities where participants explore new digital spaces. Arthur, vr on,
Tips: Use avatars to make collaboration tangible and MeetinVR, we are
real, conduct team building in virtual worlds with
activities.

51
 13
TIPS FOR VIRTUAL
COLLABORATION
We have selected the 13 most valuable tips and tricks for virtual collaboration from the
multitude available. For this purpose, we interviewed more than 20 facilitators and
moderators from our community and asked them to evaluate and add to this list.
1) Consciously choose the form of collaboration
o Think about what the goals are and who the participants are and then decide which
form of collaboration is most suitable.
o How can the time spent together in the meeting or workshop be reduced? Can some
of the time be used prior to the workshop for individual preparation (e.g. watching a
video)?
o It is valuable to think about what participants can do in advance to start collaboration
effectively when they have joint time online?
o Can some parts of the discussions be done in smaller settings? Are there possibilities
for smaller group discussions in a written form on any platform in advance?
o Consider the different online personalities of participants and apply meeting formats
and technology tools accordingly.
o Check the size of work packages. Decide what can be done individually and what
should be achieved on a team.
2) Walk in your customers shoes
o Think about how the participants feel. Empathize accordingly to each personal and
physical situation:
o Fears and weaknesses
o Skills and strengths
o Personal and family challenges
o Pressure in the workplace
o Consider the new or changed working environment of the participants.
o Are all participants familiar with the tools? If not, think about how you can train them
beforehand.

3) Adaptation and expectations

o Accept that there are different types of personalities and ways of adapting.
o Try to understand the different employee personas in your team.
o Try out new things. Even in well-established teams, new ways of working together
can be beneficial, especially in the current circumstances, to build-up new
partnerships and networks.
o What do the participants expect? Clarify expectations in advance or at the beginning
of the virtual workshop.
52
4) Choose the right tools
o Choose the right tool. Each tool has different advantages and disadvantages. It is
important to think about the set up of the virtual workshop, the participants, and
the desired outcomes. Only use the tools that fits the situation.
o Don't use too many tools. Instead of overwhelming participants with an overload of
virtual tools, try to use one with all its facets.
o Practice using the tools you are operating. Take part in the webinars that each
platform offers, read blogs, and practice with a co-worker or with the team.
o Dispatch preparation exercises. Send out a simple and fun exercise before the
meeting to give participants a chance to familiarize themselves with the platform
being used. The pre-work allows participants to play with the new tool and sign up
ahead of time to avoid technical issues that could hold up the meeting. Pre-work is
a good way for participants to familiarize themselves with any virtual collaboration
tool.

5) Enter, start, and have confidence

o Always come prepared for the online meeting/workshop.
o Test your access, audio, and video beforehand.
o Be on time. Log in five minutes early and get something to drink beforehand.
o Start the workshop with an appropriate warm-up.
o On virtual platforms, staying present and engaged is crucial to build trust. A good
way to plan for this is to conduct emotional check-ins at the beginning of each
meeting.

6) Timing and flexibility

o Allow enough time for discussion and breaks.
o Have a clear agenda and share it with everyone.
o Use time boxing for tasks and exercises.
o Do shorter sessions instead. In general, people tend to have a shorter attention
span when it comes to working in a digital environment.
o Remember that everything takes longer in virtual settings.
o Find the conclusion in time. Many participants have their next online meeting after
the workshop and need to be able to leave on time. Whenever possible, stop five
minutes earlier so that your participants have a short break.
o Plan your flexibility. Plan alternatives in the schedule and tools if something takes
longer than planned. Finishing a session early is never a problem.

53
7) Participants
o Invite different individuals to get an array of perspectives. Consider when and
how they can contribute their views.
o Make sure everyone can get involved.
o Often, some participants don’t know who else is attending the meeting. Introduce
everyone at the beginning and address them by name.
o If there are participants who have little to contribute or minor interest, they are
more likely to digress. Consider whether they should really participate.

8) Manage audio and video

o Mute the participants when they are not talking.
o At the beginning of the session, everyone should have their video camera on. Only
switch it off if the transmission bandwidth is too low.

9) Clarity and questions

o Ensure the team is clear on where they stand throughout the process. Everyone
should know what needs to be done and why because it is the only way to gain
everyone’s full attention.
o It is much more difficult to follow a meeting process online. Show the process
explicitly and copy it onto your digital whiteboard so that everyone knows where
you are in the workshop.
o Set clear rules and guidelines.
o Don't wait until the end to ask questions. Build in time for questions or create a
specific question frame on your online whiteboard.

10) Feedback, surveys, and voting

o Plan frequent activities or interactions that require participants to engage.
o Give participants the opportunity to contribute to discussions or share their
opinions using the poll function. Polls offer a quick and easy way to see what
participants think.
o Use surveys and voting, but make them anonymous if you are worried
participants will otherwise be influenced.
o Allow feedback to help the team grow and develop as individuals. After all, we
should all constantly be learning and improving!

54
11) Break-out sessions
o If you have a larger numbers of participants, divide them into breakout sessions.
-> From our experience, in groups of more than six people, not everyone can
contribute equally well.
Either have the participants work in individual online whiteboards or divide the
board into different group areas by color. Caution: If you have too many
participants in an online whiteboard, the computing power may be limited, which
can lead to delays.
o Allow enough time for sharing the findings.
o As a facilitator, you can easily switch between the individual breakouts and listen
in and/or answer questions. Plan enough time for switching rooms because
sometimes collaboration tools are slow.

12) Don’t just be digital, but also analog

o Just because everyone is present online, doesn't mean everything has to be
digital.
o If you want to use a physical whiteboard or pen and paper, or if participants want
to use objects around them, that's fine too. The variety of media helps keep
attention high.
o Have participants draw something by hand or build a physical prototype and
upload it as a photo.
o Individual participants also prefer to write by hand on Post-its and upload them to
the online whiteboards using the Post-it app.

13) Record conclusion and results

o Plan a clear conclusion and record all decisions. If necessary, verify all agreed
decisions and initiatives again with everyone at the end to obtain their approval.
o Leave time at the end for a check-out. Ask for feedback from each participant, e.g.
with the feedback capture grid or a retrospective exercise.
o Record all the results. Decide if screenshots of the virtual whiteboards is
sufficient? Or should individual feedback be recorded as a video stream? For
example, recordings of the results presentations or statements from participants
are helpful. Short interviews can also be created after the workshop via video
conferencing to capture quotes or testimonials.
o Also consider how those who are absent can catch up on what they have missed.

55
 VIRTUAL
WHITEBOARDS

56
 WORKING WITH VIRTUAL
WHITEBOARDS
An online whiteboard is a digital version of the classic whiteboard, with several extra
advantages. For example, it is much easier to integrate graphics or documents and it also
allows you to continue working regardless of location or time. In addition, everything is
documented.

In order to use an online whiteboard optimally, the following points should be

considered:
o Functions for sticky notes (Post-its), texts, and figures
o Zoom in/out functionality
o Possibility to make comments
o Upload files, images, and videos
o Prefabricated template library
o Grouping and arranging functions
o Ability to easily define templates and work templates yourself
o Multiple file format saving options and export function, e.g. PDF
o Easy online collaboration for all participants
o Guest access (so that not everyone has to be registered on the platform)
o Visibility of each participant’s cursor
o “Follow-me function” that allows participants to follow the screen view of the
moderator
o Breakout sessions and group forming function
o Chat messaging tools
o Version and revision history of the board
o Unlimited number of boards with enough space for all ideas and graphics
o Functions for audio/video calls
o Mobile app for interacting on the fly
o Whiteboard mini-navigation-map that improves clarity

Online whiteboards can be used for a variety of activities:

o Conducting and documenting meetings
o Brainstorming and idea generation
o Problem solving
o Project planning or sprint planning in a team
o Distance learning
o Remote meetings
o Visual documentation and notes
o Sales talks and presentations
o Project Management, Kanban and Gantts
o Mind maps, concept maps, flowcharts
o Wireframes
57
Unfortunately, we cannot list every online tool here. However, we would like to present
a short list of the most common ones that are helpful for the preparation,
implementation, and follow-up of virtual Design Thinking workshops. The short
descriptions are based on our own experience working with online tools over the last 12
months. Below, we have grouped the online tools according to the type of required
tasks for a facilitator of any virtual Design Thinking workshops.

Survey tools: Google Forms, Typeform, SurveyMonkey

File storage and document sharing: Dropbox, Google Drive

Video conferencing: Zoom, Whereby, Skype, Hangouts

Online whiteboards: Miro, Mural, Klaxoon, Stormboard

Task management: Trello, Todoist, Asana

Apps for notes: Evernote, OneNote, Google Drive and Docs, Notion

Engagement tools: Stormz, Axis, Mentimeter, Slido

Survey tools for a needs analysis or evaluation

Google Forms makes it easy to create an unlimited number of surveys with six question
types with information that guides participants through the survey, depending on their
answers. This service integrates seamlessly with other Google apps, such as Gmail and
spreadsheets.
Typeform makes filling out forms appealing and interactive. The forms look modern,
which helps encourage users to enjoy and complete the survey.
With SurveyMonkey, basic collecting of unstructured and structured data can be done
well. In addition, the results can be easily extracted and processed.
58
 File storage and document sharing

Dropbox offers a reliable and easy-to-use synchronization and file-sharing system. The
free service is simple to set up and offers users 2GB of storage space.
Google Drive, which offers 15GB of free storage, has the added benefit of an integrated
office suite, where users can edit documents, spreadsheets, and presentations. This
includes documents created in a separate program. Similar to Dropbox, you can easily
invite other workshop participants or new team members, to any of the documents or
folders. This real-time collaboration feature is very useful.
OneDrive offers 5GB of free storage and seamless integration with Windows. Therefore,
it is particularly handy if participants work with a Windows PC, have a tablet and a
phone, and need to access files from a device with minimal effort.

Video conferencing

Zoom provides reliable quality and minimizes audio or video problems that occur with
most video conferencing applications. It has a variety of features, for both personal and
business use, including call scheduling, a dial-in phone number, and audio and video
recording.
Whereby (formerly Appear.in) becomes useful when all other tools fail. It allows you
open a video conference room, send the link to the participants of the session, which
they can join without installing an application or creating an account (only a browser
extension needs to be added). It is a very simple video chat tool with fewer features than
Zoom, but still offers a good user experience.
Skype was among the first providers of video conferencing. It is now widely used and is a
straightforward option for contacts who have a Skype account. The downside is that
Skype calls often have recurring quality issues and compatibility problems, which could
hinder group calls. Unfortunately, it is also extremely difficult to communicate with
someone using the business version of Skype (Lync), while using the regular version.
Although Skype offers screen sharing and group video conferencing, it seems to take up
much more resources from the computer than the other tools presented.

59
Google Hangouts is an easy-to-use video conferencing tool that works well when you
need to talk to people from different areas. It has become known for its high-quality
video calls , especially when bandwidth is low. In addition, Hangouts offers many
business-related features, such as creating webinars. It also has an "On Air" feature that
helps share content, so a recording can be easily saved on YouTube, for example.
MS Teams has improved over the last years. It offers break-out sessions and has become
a frequently used tool in large organizations. However, it is not first on the list for Design
Thinking because once you begin presenting, you have no view of the participants.

Online whiteboards

Miro (formerly Realtimeboard) offers the usual online whiteboard functions, such as
uploading images, creating notes, and drawing in different colors and sizes in freehand
mode. The app has a large template library that allows users to easily find the right
structure for their virtual whiteboard session.
Mural is a multifaceted whiteboard made for remote team meetings. It is a particularly
powerful tool for teams, as different rooms can be created for the board with different
access rights. It also offers a wide range of workshop and meeting templates for
planning, design, problem analysis, and brainstorming.
Klaxoon allows users to create word clouds, sketches, team surveys, and brainstorms.
With the help of these options, it helps teams come up with creative ideas, informally
exchange knowledge, and collect feedback. Stimulating group discussions and
networking are at the forefront of Klaxoon, but the tool also provides a practical
platform for sharing training materials, testimonials, and other content. Some of the PDF
templates from “The Design Thinking Toolbox" are provided on Klaxoon and ready to
use.
Stormboard is focused on idea generation, organization, and prioritization. Different
types of notes can be added and easily be combined. Others can commented on them in
threads and ideas can be voted on with colored dots. Stormboard has a function that
allows online Post-its to be instantly transformed into structured workshop
documentation. Thanks to the MS Office integration, the documentation can be edited
together and then immediately shared with participants.

60
 Task management

Trello is organized in boards inspired by the Kanban methodology. Lists can be added to
the board and cards to the lists. Each card can contain individual checklists, uploaded
documents, or images and discussions in the form of comments. Team members can be
invited easily. Trello replaces emails and instant messages in many ways. A board can be
created for each project or only one comprehensive board with several lists can be used
to keep track of everything. Add-ons help to expand the boards with, for example, a to-
do list and calendar view.
Todo is specialized in personal planning. Tasks and subtasks can be compiled in simple
lists, which is practical for the individual preparation of a virtual workshop. For example,
it tracks progress over time and gives you insights into personal productivity trends. The
app monitors how many tasks have already been completed and awards “karma points”
as a reward for completing tasks.

Apps for notes

Microsoft OneNote has a similar feature set to Evernote, but the approach to organizing
notes is different. OneNote supports a more defined structure, with multiple levels of
notebooks, pages, and subpages available. It also offers richer formatting options, which
can be particularly useful in creative Design Thinking work, because, for example, text
can be started at any point on the page. It is a great tool for documenting results from
Design Thinking sprints.
Google Drive has already been mentioned, in combination with Google Docs, as a fully-
fledged alternative for cloud storage and document management. Setting up a folder
structure, e.g. one that allows documents to be structured by team or date, can be an
easy alternative to store all notes and other documents and sync everything online with
multiple devices.
Notion is a sophisticated notes workspace app. It offers a highly flexible interface for
creating notes and to-do lists, with the ability to organize tasks using tables, Kanban
boards, and calendar views. Settings can also be customized to adapt the Notion
workspace to one's needs.

61
 Engagement Tools

Stormz is a digital application aimed at professional virtual facilitators. It enables users

to to use the collective intelligence of all participants in virtual meetings to generate
innovative ideas. Furthermore, the most promising ideas can be selected to implement
tangible solutions and make informed decisions. With Stormz, facilitators can ask
participants to give their input on questions created in the app, generate ideas, and
make decisions democratically directly from their laptop, tablet, or mobile phone.
Axis digitizes workshop facilitation and participation. It enables the facilitator to build a
workshop from predefined blocks (such as brainstorming and decision-making methods)
and then effectively deliver it. Axis offers a variety of proven Design Thinking and agile
methods in five phases following best-practices so that a customized workshop can be
quickly implemented.
Mentimeter makes it possible for users to create questions (e.g. multiple choice
questions) in a web application. Participants can answer them from any mobile device.
The advantage of using Mentimeter is that the opinion of all virtual workshop
participants is immediately displayed in real-time for the group. This type of interaction
can get participants involved, especially in large groups.
Sli.do also offers a survey function and a mobile app for participants in virtual
workshops. Similar to Mentimeter, it also supports Q&A so that workshop participants
can ask their questions at any time via the mobile app.

62
DESIGN THINKING
TEMPLATES

www.dt-toolbox.com/shop

63
USE OF DIGITAL DESIGN
THINKING TEMPLATES
Design Thinking templates can be created or uploaded in all virtual whiteboards.
Various providers, such as Klaxoon, Miro, and Mural, have special templates with Design
Thinking templates. Many of them, such as Klaxoon, also offer a selection of templates
from “The Design Thinking Toolbox.” One option, is to choose the “Design Thinking
Canvas,” which gives design teams the opportunity to record and comment on the
most important findings. The individual templates serve as tools that help with defining
problems, conducting in-depth interviews, and designing solution ideas. The template
“Design Thinking Canvas” and 50 other PDF templates, can be downloaded free of
charge from the website www.dt-toolbox.com/tools. All templates are also available at
a premium version of the Design Thinking Online shop: www.dt-toolbox.com/shop

Figure 2: Usage of the Template Problem Statement in Miro

Working with digital templates enables every design team to use the same structure so
that the facilitator is able to quickly find their way around. In addition, the configured
questions make it easier for teams to work independently. For example, the templates
can be used to define a problem, as seen in the example in Figure 2, where a premium
template from the Design Thinking Toolbox that includes a short description of the task,
was used.
64
 Figure 3: Template Persona/User Profile

When co-creating and needfinding, different personas (see Figure 4) can be created with
the templates, brainstorming sessions can be conducted and structured, and different
types of prototypes can be visualized.

Figure 4: Persona Template Usage in Miro Whiteboard

65
"The Design Thinking Toolbox is an excellent complement to ‘The Design Thinking Playbook.’ Like the playbook,
the Toolbox is also oriented towards the needs of the readers. The three editors asked over 2,500 Design
Thinking users from practice and academia about the tools and methods they prefer to use."
- Prof. Ulrich Weinberg, HPI School of Design

The Design Thinking Toolbox offers five crucial elements that make it an indispensable
working tool, especially for beginners looking to deepen their Design Thinking knowledge:
o Introduction to the most important tools for the design cycle
o Simple explanations of the tools
o Proposal of alternative tools
o Concrete expert tips from the community
o “How-to” visual examples

As already mentioned, the 50 most important tools are described in “The Design Thinking
Toolbox.” They are listed along the Design Thinking process (see Figure 5).

Figure 5: The Tools from “The Design Thinking Toolbox”

Figure
Learn more about the best 4: TheThinking
Design Design Thinking
tools inCanvas
"The Design Thinking Toolbox".
Lewrick, Link, Leifer
The Design Thinking Toolbox
A guide to mastering the most popular and valuable innovation
methods.

ISBN: 978-1119629191

66
Design Thinking For business growth
In addition to the 50 tools from the Toolbox, the Design Thinking Canvas Tool from the
new book by M. Lewrick, “Design Thinking For Business Growth” is described here. The
tools can be downloaded from the website www.business-ecosystem-design.com/tools.

The Design Thinking Canvas (Figure 6) summarizes the most important findings, from
the exploration of customer needs in the problem space to the final prototype in the
solution space. The Design Thinking micro-cycle (steps one to 11) consisting of the
following phases: Understanding, Observing, Defining the Point of View, Finding Ideas,
Building Prototypes, and Testing. Testing is run through as often as necessary until the
problem/solution-fit is achieved with the final prototype and the solution meets the
customer needs. The inputs from the Lean Canvas help to describe the short concept
and validate the initial assumptions about the business model (step 12), while the
transfer of requirements to the MVP (step 13) are important for the later validation of
the value proposition, willingness-to-pay, and backlog considerations. Various tools,
methods, and creativity techniques help through the iterative process.

Figure 6: The Design Thinking Canvas

FigureDesign
Learn more about Ecosystem 4: The Design
in theThinking
„Design Canvas
Thinking For Business Growth“ book.
Lewrick
Design Thinking For Business Growth
How to design and scale business models and business ecosystems.

ISBN: 978-1119815150

67
Design Thinking Life
Design Thinking in personal life and career planning is very popular. There are many
courses about it on "Design Thinking Life“ that take place both virtually and in hybrid
format. The respective templates can be used either for personal reflection or for work in
small groups. Often, exchange with others can be profitable when doing one's own life
planning. This is especially true when sharing the first stages of change. The Design
Thinking Life templates help establish a simple and goal-oriented structure in the virtual
space. However, the results can just as easily be printed out, discussed, and shared in
physical interactions. A total of 20 templates are available. They are often used by
personal life coaches and for "Design Thinking Life" online courses. A premium version
of the illustrated “60-minute warm-up Back to the Future” (see Figure 7) and 20 other
PDF templates, can be ordered online: www.dt-toolbox.com/shop.

Figure 7: Warm-up in Design Thinking Life

Learn more about DesignFigure 4: TheLife

Thinking Design Thinking
in „The Canvas
Design Thinking Life Playbook".
Lewrick, Thommen, Leifer

The Design Thinking Life Playbook

Empower yourself, embrace change, visualize a joyful life

ISBN: 978-1119682240

68
 TIPS FOR CREATING
TEMPLATES
Templates are instructions of a method or exercise and help participants solve tasks
and keep a common thread. Online whiteboards, such as Mural or Miro, offer a variety
of the predefined templates (see Figure 8).

Figure 8: Sample templates in Mural Whiteboard

Often, it can be challenging to work with unfamiliar templates, especially if they don’t
include detailed instructions exist. In those cases, it is highly recommended to try and fill out
the template yourself before passing it on to participants, to see if and how it works.
Unfortunately, we have found that the pre-defined templates that are intended for more
complex tasks in the whiteboard applications rarely meet our requirements. On the other
hand, simple pre-order templates, like the ones used during a retrospective or a
brainstorming session, work quite well.
However, for more complex processes or workshops, we almost always have to create our
own templates or use the ones from our book. It is very possible to make your own templates
with most online whiteboards.

69
 When creating new templates, we
recommend
considering the following points:

1) Understand the framework

Consider the size of the team and their experience with online
whiteboards and workshops. Consider the context and the goals
you want to achieve.
2) Planning the process
Plan the process and the individual steps. Consider whether the
whole workshop should take place in a virtual whiteboard or in a
pre-defined and customized template.
3) Arrangement and structure
Look at the workflow and give it a logical structure (top to bottom
and left to right). Underpin the flow with numbers or graphic
elements.
4) Space requirements
Plan the space needed for each exercise or activity. Create
different sections to guide the teams through the activities. Think
about how many Post-its the participants could add as they work
through the subtask.
5) Formatting and instructions
Add instructions for completing the section. These instructions
make it easier for the participants and the facilitator to
understand the task.
Appropriate formatting also helps keep the overview.
6) Guiding participants (see Figure 8)
Number each step and use arrows so that participants know how
to get from one exercise to the next. Also use colors, for example,
to distinguish individual blocks from each other.
7) Optional: Create outline (see Figure 10)
Mural offers a step-by-step numbered guide. By clicking on the
corresponding field, Mural automatically jumps to the right place.

70
Tip: Guide participants with graphics

In virtual workshops, it is often difficult for the participants to see the “common theme”
or to have the intended process in mind. It is therefore helpful to provide guidance. We
have had success with copying the agenda into the online whiteboard and using arrows or
other graphic elements to show the flow (see Figure 9).

Figure 9: Design Thinking Board in Mural Whiteboard - group division

Another option is to work with colors and an outline that shows the process in steps, as is
easily possible in Mural (see Figure 10).

Figure 10: Design Thinking Board with Phases in Mural Whiteboard

71
Tip: Import existing image

A quick method to easily create templates is to import a picture as a JPG file, drag it to its
desired size, and define the individual sections and fields above it to give the participants a
structure and, if necessary, an outline.

Figure 10: Example Lean Canvas Template in Mural Whiteboard

The templates from the “Design Thinking Toolbox” are also very suitable for this
purpose: www.dt-toolbox.com/tools

Figure 11: Set of Design Thinking Templates in Mural Whiteboard

72
THE HYBRID
FUTURE
 COLLABORATION IN THE
FUTURE IS HYBRID
Studies by Stanford University, INSEAD or various consultancies such as CIPD, McKinsey,
or Sales Force, predict that hybrid working methods will be used in the future.
The term "hybrid" can be interpreted in different ways in today's working world.
According to the definition, hybrid is defined as something composed of different things.
Which means nothing more than something is made up of several parts that are closely
connected to each other, so that in the best case, they may only show their full effect
as a whole.
Thus, hybrid use is always a combination of different, originally independent systems.
Today, with all of the changes that have happened worldwide due to Covid-19, the term
is often used in reference to partly online, partly in-person interactions. For example,
there are hybrid teams, hybrid teaching, hybrid project management, hybrid events,
and hybrid working.
When it comes to Design Thinking workshops, the hybrid space is defined by two
dimensions (ARDO model):

1. Analog and digital media

2. The onsite/physical and remote/virtual space

HYBRID BY DEFAULT
REMOTE / VIRTUAL

ANALOG DIGITAL

ON SITE / PHYSICAL

74
1) Consideration of analog and digital media
In both the digital and analog world, the way people interact is important. For good
communication and better working and learning results, communicating by using all
senses is crucial, which the modern customer experience tries to appeal to. People
have the need to touch things to better understand context. Multi-sensory experiences
help link emotions with stimuli or memories. Holding something in your own hands
helps you to understand, believe, and appreciate it.

Analog Digital

Examples - Models and artefacts - PowerPoint, PDF

- Products - Images
- Sketches and visualizations - Audio formats
- Poster - Video formats
- Brochure - 3D rendering
- Book
- Atom model from chemistry
- Anatomy model from medicine
Table 4: Comparison of analog and digital media

Hybrid approaches involve the use of both analog and digital media (see Table 4).
Through a clever combination of analog and digital media, the strengths of each can be
used and real added value can be achieved. Analog media allows for a targeted
localization and capture of the situation and digital media allows for a targeted detailing
of the content, e.g. digital content including analog artefacts.
The combination of analog and digital, results in the following advantages:
▪ Use of all advantages of analog and digital media
▪ Promoting teamwork and creativity
▪ Storing the results digitally for further processing
▪ Introducing and adapting new forms of communication and exchange
▪ Reusability of the content
▪ Addressing emotions with all senses (which allows for better memory and
appreciation)
With technology from Trihow and certain approaches, analog artefacts (such as bank
cards, models, paper/flyers, etc.) can be used to display digital content and thus achieve
a new type of interaction with the customer (see www.trihow.com). All senses are
addressed and deeper conversation is made possible. The customer is the center of
attention and the discussions can be flexibly adapted to their needs.
75
Hybrid interaction with cutting-edge technology from Trihow
Trihow technology demonstrates what it would be like to implement of a combination of
analog and digital media. With this technology, digital content can be retrieved with
analog objects, such as plastic chip cards or even special paper, and displayed on the
screen. This allows for flexible interaction with the customer and makes it possible to
respond quickly and flexibly to needs in different situations.
For example, as shown in Figure 13, templates or a diagram on paper can be used and in-
depth information can be displayed digitally.

Figure 13: Using analog artefacts to access digital content

In a hybrid setting, it is also possible to combine digital online whiteboards with

interaction in the physical space (see Figure 14).

Figure 14: Working with analog Post-its on screens

76
In real time, Post-its can be digitized manually or automatically (if the infrastructure is
suitable), shared, and processed efficiently (see Figure 15).

Figure 15: Digitizing the Post-its and importing the image into Mural

Through the use of haptic methods, a faster capture of the relevant content takes
place. The structure becomes more easily visible and the participants are more
activated and interactive.

2) The onsite/physical and remote/virtual space

As already explained, the future will take place in both the physical and virtual space,
i.e. it will be hybrid. Table 5 shows examples of both worlds.

Onsite/Physical Remote/virtual

Examples - Project room - Virtual project repository

- Workshop room - Zoom, Skype, or MS Teams
- Meeting room meeting
- School rooms - Online stores
- Laboratory, library - Virtual reality interactions
- Showroom, museum
- Flagship stores
Table 5: Comparison of dimensions and spaces

77
So in the future, both models will be combined physically and virtually.

Advantages of the combination:

▪ Situation-dependent and optimal use of both worlds (physical and virtual).
▪ Creating optimal framework conditions (e.g. choice of context, tools, or resources).
▪ Efficient integration of participants who are prevented by time or location.
▪ Improved overall experience and an appeal to all senses.
▪ Collaboration over large spatial distances with physical elements.
▪ Real-time digitization of content.
▪ Efficient use of resources (e.g. travel time, room costs, follow-up time).
▪ Consideration of different personality types and the possibility of smoothing out
hierarchical differences.

For “The Future Way of Design Thinking Workshops,” it is very likely that many of the
upcoming interactions will be hybrid. Some elements will be conducted in a virtual
space, and others will continue to take place in a physical space. Virtual realities will
become a part of Design Thinking, just as they are already a part of events, meetings,
and conferences. Teams will increasingly collaborate globally and virtually, using
electronic Post-its and storing videos of presentations, engaging in extended chats,
and sharing in real time. Purely analog workshops will likely become a rarity, while
completely digital workshops will not be able to successfully carry out all interactions
and achieving certain objectives will suffer. Depending on the type of interaction, the
goals set, and the participants, it will be decided whether physical presence is necessary
or whether the results can be achieved in a virtual or asynchronous setting. Time spent
in a physical space is the most valuable. Prototype testing may soon become a mix of
virtual interviews and digital building instructions offered to the customer via 3D
printing (see Figure 16) to experience the design and function with all senses and to
provide feedback.

Figure 16: Prototype to test as a digital construction manual for 3D printing

78
The future: hybrid spaces
For hybrid collaboration, the rooms must be equipped accordingly. Hybrid spaces have
a digital component, in addition to the familiar equipment of Design Thinking spaces:

▪ Ideation Space with enough Post-its, pens, paper, prototyping material, Lego, and
digital whiteboards: Samsung Flip or Microsoft Surface help enable the transition
from analog to digital with online whiteboards on a classic screen and the Post-it app.

▪ Thought sparking with method cards and templates:

Ideally used in such a way that a transition from analog to digital is possible.

▪ Digital Space for file and document creation, task management, and note function:
This way, insights can be saved and retrieved at any time.

▪ Maker Space with studios, workshops, and 3D printers: Establishing an interface

that enables the transition from digital to analog.

▪ Communication integrated in the room with dynamic video and camera function:
video conferencing and recording tools, including follow-me cameras.

It will become key to consider how the hybrid space can be used when planning, rather
than deciding between the two variants of “virtual and digital” versus “physical and
analog.”
Home office and virtual forms of collaboration will be integrated into our everyday
lives in the future, because they offer advantages from an economic, ecological, and
also human stand point if the decision is voluntary. Studies show that most employees
would prefer a combination of working from home and the office in the future. In the
home office, if conditions permit, more concentrated work could be done alone and in
the office, more collaborative activities. In the office, more meetings, workshops, and
collaboration rooms with hybrid technology will be needed to optimally integrate
participants who cannot be physically present.

In summary, the concept of a hybrid world in both dimensions (media, spaces) and
taking into account the framework conditions (participants, time, goals) brings more
freedom to participants and facilitators.

If all elements are taken into account and the interactions are designed according to the
motto "hybrid by default,” efficient and easy collaboration and thus, the best results and
experiences are possible. Advantages are:

- Economical: faster, better, cheaper

- Communicative: clearer, more understandable, more manageable
- Efficient: more sustainable, simpler, less wasteful
- Human: better memory, more emotions, more appreciation and acceptance

79
CLOSING WORDS

80
 MANIFESTO FOR HYBRID
COLLABORATION

We have developed an online collaboration manifesto for our workshops. We

recommend that each team and organization defines its own manifesto, which goes
beyond defining collaboration technology. Rather, the manifesto should communicate how
online collaboration helps the team be more productive and allows individuals to focus on
their work. A good starting point for a team-tailored manifesto is to make a list of pain
points.

The message of such a statement should relate to lessons learned from the first virtual
Design Thinking workshops. Every team has experienced its own stories of virtual
meetings, frustrating outcomes, or just inappropriate warm-ups. Show with a manifesto
how the new way of working can improve the quality of virtual or hybrid workshops.

In our manifesto, we have defined nine central elements that make it easier for us to
work with often new and inexperienced teams in the virtual space.

Clear agenda and structure with Creating a timetable and

is more important than
flexible timeboxing strictly adhering to it
Balance between short focused work
is more important than Full day workshops
and time off
Structured work instructions and
is more important than Creative discussions
predefined templates
Positive atmosphere and warm-ups
is more important than Direct processing of the tasks
Every meeting has a facilitator or
is more important than A joint coordination approach
moderator
Conscious decisions as to which form
Quickly finding a synchronous
of collaboration (onsite, virtual, or is more important than
time for everyone
hybrid)
Writing down and recording
is more important than Verbal explanations
knowledge by using tools
Usage and testing of the appropriate Bringing the competences of
is more important than
digital collaboration tools individuals to the forefront
The choice between physical
Hybrid by default is more important than
or virtual
Table 6: Manifesto for Online Collaboration

81
 Use virtual collaboration and offer the best hybrid experience!

At the end of this guide with recommendations for virtual collaboration, we would like to
encourage you to try out new things and adapt our tips to your situation. With the
templates from our books, you can quickly run a Design Thinking session. Nevertheless,
you need the necessary preparation and skills to be successful in a virtual, hybrid, or
physical setting and to create a good experience for the participants. Finally, we would like
to share our “definition” of VIRTUAL and wish you success in preparing, running, or
participating in the next Design Thinking workshop.

Virtual confidence
Interaction with digital and physical ways of working
R esults matter most and the setting follows the situation
Templates adaption and usage
U se different forms of collaboration
A ctively involving participants
L eadership responsibility means being a role model as facilitator

DESIGN THINKING
WORKSHOPS

82
RECOMMENDED
DESIGN THINKING BOOKS
Lewrick, Link, Leifer

The Design Thinking Playbook

Mindful digital transformation of teams, products, services,

businesses and ecosystems

ISBN: 978-119467472

More information: http://amzn.to/2Dv1FdJ

Lewrick, Link, Leifer

The Design Thinking Toolbox

A guide to mastering the most popular and valuable innovation

methods

ISBN: 978-1119629191

More information: https://amzn.to/2sTNLxj

Lewrick

Design Thinking for Business Growth

How to design and scale business models and business ecosystems

ISBN: 978-1119815150

More information: https://amzn.to/329M6Su

Lewrick, Thommen, Leifer

The Design Thinking Life Playbook

Empower yourself, embrace change,

visualize a joyful life

ISBN: 978-1119682240

More information: https://amzn.to/2SKynfH

83
Michael Lewrick, Patrick Link, and Larry Leifer, are among the most influential
personalities in the global Design Thinking community.

Together, they have published the international bestseller "The Design Thinking
Playbook,” in which they describe the mindful digital transformation of teams,
organizations, and companies. Building on the success of the playbook, they have
also created "The Design Thinking Toolbox.” The toolbox, published in 2019, offers
a unique collection of the most important tools and methods (with short
descriptions of how to use them) and downloadable digital templates. The
templates can be used both in a physical space or in a virtual collaboration.

In this new guide "Virtual Design Thinking Workshops,” the three experts share
their experience conducting virtual and hybrid Design Thinking workshops.

www.dt-toolbox.com
www.dt-playbook.com
www.business-ecoystem-design.com 84