ASSIGNMENT

Subject - Design thinking

Submitted by : Anurag shukla

1) Explain the six thinking hats? 

The concept of the six thinking hats allows teams and individuals to
improve their problem-solving and decision-making processes.
Ultimately, such a methodology aims to look at situations and
problems from various perspectives, ensuring that creativity aids in
going beyond the habitual ways of thinking.
In some cases, this technique serves as a powerful lean methodology
tool, in such a way that the six hats of thinking process help
eliminate “waste” or unnecessary conflicts and disputes during the
discussion. In turn, only clarity and productivity are left in the
process.

Organization-

Using the six thinking hats technique promotes a highly organized

process of thinking. This is because every angle tends to be
considered, which helps further weigh information and remove
unnecessary details, promoting streamlined decision making.

Creativity-

With various team members assuming unique yet common roles

during the thinking process, they are encouraged to probe situations
and suggest ways to address them, going beyond the obvious or
basic ways to do so. This, in turn, lets groups and individuals
challenge their own capabilities, get more innovative ideas, and
combine various perspectives to come up with new ones throughout
the process.

Productivity-

Since the technique strengthens key skills such as organizational

skills and creative thinking, people achieve more in fairly less time.
This is because they are more empowered to work together,
 knowing the supposed direction of the discussion or problem solving
process. Hence, the six thinking hats method promotes role
ownership and responsibility.

Quality decision-making-

Ensuring that the context of the discussion is well-defined to a group

is integral to reducing conflict and encouraging a more proactive way
of thinking. One hat at a time, the members of the group can focus
on one perspective then move to the next. This leads to quality
decisions brought about by the positive impact of the process.

Inclusivity-

As the group takes on a role by assuming a common “hat” in the

process, any preconceptions may be set aside so that the group can
collectively focus on one perspective at a time. With minimal conflict
and shared understanding, everyone can feel included in the
discussion.

Interpersonal skills-

The six thinking hats technique also improves one’s listening and
communication skills. Further, using such a methodology helps
people become more persuasive as they pitch ideas, more aware of
when to support others during the discussion, and more confident
with the way they present solutions and resolve conflicts that may
occur.

2) Explain the need of design thinking in health sector? 

Use of design thinking in healthcare:
1. 4 nursing case studies:

 describing the use of design thinking in healthcare by Penn

Nursing which illustrate how nurses can be really powerful
collaborators and generators of solutions within healthcare.
The 4 videos describe the main attributes that nurses bring to
the problem-solving table.

2. Scanning Facilities: 

The influence and problems that design thinking can

help solve in healthcare go far wider than nursing. Philips, a
leading producer of healthcare equipment such as MRI and CAT
scanners have used design thinking to improve the patient
experience by reducing the number of scans required and the
amount of sedatives that need to be administered to patients
during procedures by addressing the anxiety of patients who
must go through scanning procedures. Philips have also used
design thinking in their healthcare division to build better
relationships with their healthcare clients. Over the past 10
years, the Rotterdam Eye Hospital’s managers have
transformed their institution from the usual, grim, human-
repair shop into a bright and comforting place by incorporating
design thinking and design principles into their planning
process.

3. Caring for the aged: 

Design thinking in healthcare has also produced interesting

results for an aged care facility in Australia as you can read in
this paper on the creation of sustainability strategies for the
facility.
4. Improving Healthcare systems:

 in a Design thinking project in the healthcare sector in

Dubai, the Dubai Health Authority (DHA) sought to make it
easier for their patients to deal with the logistics of interacting
with the healthcare system and found that they didn’t just
need help connecting to medical information; they needed help
connecting to their loved ones as well.

5. Diagnosis:

 Design thinking has also been used to improve the treatment

and management of diseases such as Diabetes and
Alzheimer’s. The Alzheimer’s Association asked used design
thinking to respond to the question "how might we diagnose
the disease earlier?". In Denmark design thinking was used in
the development and testing of a mobile application to support
diabetes self-management for people with newly diagnosed
type 2 diabetes.

6. Underpinning results with research (a study of 24 projects): 

The USA Centre for Disease Control (CDC) did an extensive

study to understand how applying design thinking in healthcare
could enhance innovation, efficiency, and effectiveness by
increasing focus on patient and provider needs. The objective
of this review was to determine how design thinking has been
used in health care and whether it is effective. Twenty-four
studies using Design Thinking were included across 19 physical
health conditions, 2 mental health conditions, and 3 systems
processes. Twelve were successful, 11 reported mixed success,
and one was not successful. In addition, 4 studies comparing
Design Thinking interventions to traditional interventions
showed greater satisfaction, usability, and effectiveness.
7. Improving hygiene: 

In another design thinking in healthcare project, North-western

University graduates Mert Iseri and Yuri Malina spent weeks
observing staff at North Shore University Health System. The
challenge is to get staff to wash their hands. Experts agree
that simply improving staff hand-washing habits could
prevent needless infections. While hospitals have plenty of
communal sinks and hand-sanitizing dispensers, time-strapped
caregivers simply don’t use them, and hand washing
monitoring is still done manually with pen and paper. To figure
out why compliance is so low, they noticed medical staff wiped
their hands on their scrubs, which led to an important insight
for brainstorming possible solutions and ultimately the creation
of a new product and corporation, Swipe Sense.

8. Improving the effectiveness of medication: 

IDEO worked on a project to help with the accurate dispensing

and taking of pills, a major reason that medicine is not as
effective and it was designed to be.

9. Hospital utilization and reduced infection rates:

 One US healthcare provider, for example, scoured multiple

sources of patient and operational data, from interviews to
medical records to motion-tracking cameras. As a result, it
redesigned the way care was delivered, reconfiguring hospital
layout to minimize cross-infection and reduce length of stay by
10 percent.
 10. Hospital systems using design thinking to solve their
healthcare problems: 

1. Mayo Clinic: One of the first Healthcare Facilities to use

Design Thinking in the early 2000's. Design Thinking had
delivered myriad small improvements through it's centre
for Innovation (CFI), but could it deliver transformational
improvements. Read more in this Yale University case
study
2. Memorial Hospital of South Bend, Indiana: The hospital
wanted to create the best cardio vascular experience for
patients.
3. Chief Andrew Isaac Health Clinic: develop a new and
specialized outpatient clinic by understanding the living
habits of native people and thus understand their culture,
their sense of community and expectations.
4. Kaiser Permanente: Nurse Knowledge exchange used
design thinking to eliminate the gap in care between
nurse shift changes
5. Whittington Hospital, UK: used design thinking to help
them reduce waiting times and increase patient
satisfaction
6. Rotterdam Eye Hospital: transforming the hospital from
long dreary corridors, impersonal waiting rooms, the
smell of disinfectant

3) What are the goals of design thinking? 

What is design thinking? 
Design thinking is a process for solving problems by prioritizing the
consumer’s needs above all else. It relies on observing, with
empathy, how people interact with their environments, and employs
an iterative, hands-on approach to creating innovative solutions. 
Design thinking is “human-cantered,” which means that it uses
evidence of how consumers (humans) actually engage with a product
or service, rather than how someone else or an
organization thinks they will engage with it. To be truly human-
centered, designers watch how people use a product or service and
continue to refine the product or service in order to improve the
consumer’s experience. This is the “iterative” part of design thinking.
It favors moving quickly to get prototypes out to test, rather than
endless research or rumination. 

Goals of design thinking:

Aims to solve a concrete human need

Using an observational, human-centric approach, teams can uncover

pain points from the consumer that they hadn’t previously thought
of, ones that the consumer may not even be aware of. Design
thinking can provide solutions to those pain points once they’re
identified.

Tackles problems that are ambiguous or difficult to define

Consumers often don’t know what problem they have that needs
solving or they can’t verbalize it. But upon careful observation, one
can identify problems based on what they see from real consumer
behaviour rather than simply working off of their ideas of the
consumer. This helps define ambiguous problems and in turn makes
it easier to surface solutions. 

Leads to more innovative solutions

Humans are not capable of imagining things that are not believed to
be possible, which makes it impossible for them to ask for things that
do not yet exist. Design thinking can help surface some of these
unknown pain points that would otherwise have never been known.
Using an iterative approach to tackle those problems often lead to
non-obvious, innovative solutions.   
Makes organizations run faster and more efficiently
 Rather than researching a problem for a long time without devising
an outcome, design thinking favors creating prototypes and then
testing to see how effective they are. 

4)Write the difference between design thinking and innovation.

Design Thinking is a widely-used term to describe the creation of

solutions to challenges using what is often called ‘a human-based
approach’. The term human-centered means placing users and their
needs as the starting point of developing any new product or
solution. In her Ph.D Thesis, Stefanie Di Russo (2016) sums up the
current state of play for Design Thinking:

Within the design industry, the term is both embraced and

rejected. Design thinking has erupted outside of design practice
as a new approach for innovation and transformation, piquing
the interest of leaders from business, education, government,
through to not-for-profit organisations. Design thinking is
rapidly spreading through industries, increasing the spectrum
of what is traditionally considered as design practice. Its most
recent influence finds design thinking trending towards highly
complex environments situated on a much broader and
systemic scale. Yet, the wave of design thinking carries a sea of
doubt over its success, applicability outside of traditional
design practices, and above all, its definition.

Let’s start with design thinking: What is it?

For some if us, it’s been around ages. SMS Management and
Technology sum up design thinking in line most other thinking on
the subject as:

‘A human-centerd way of solving problems that balances

commercial and technical realities… a set of practices, tools,
principles and a defined process that starts with empathy for
people. It values emotion as a core component of what really
drives human behaviour and how people experience the world.’

To really understand design thinking, the first step is to ask: for

whom are we designing? Design is a major component, and by
design, we don’t just mean the making of sketches. We often start by
asking, what is the problem they are experiencing?

Design is predominantly a ‘modeling’ activity. We model something

in advance of it’s bringing into being, by envisioning a more
desirable state of affairs. We can think of this specifically
as — to what end are we modeling in design — to boost
consumption and engagement, improve performance, or to achieve
scale?
Design Thinking Origins

Design Thinking arose out of Design Methods — how to design as a

formalized process, and a dose of Systems Analysis — looking at
alternatives before taking decisions. Together, Design methods and
systems analysis captures the process of:

How to arrive at better descriptions of desired futures before we

go about making it happen

Improving product, by understanding and tweaking process in

advance.

For others, it’s a new buzz word. For yet more, it’s something
waiting to be discovered.

Point 1: There is no one right definition of design thinking.

You can Wiki-it, but basically there are many ‘takes’ on design
thinking. With so many different views, opinions, definitions, how
can we truly understand what it is by those who are not
practitioners? Let’s start with something we can understand. For
those new to design thinking, design thinking is this:

For Non-designers

Design Thinking is an exercise in branding and process-

development for anyone to learn to act and think as a designer as an
exercise in collaborative solution creation.
For Designers

Design Thinking can be a plug-in for designers seeking a more

objective basis for design or who want to collaborate with anyone
equally following a design thinking method.

For Seasoned Designers

Seasoned Designers can learn a lot from design thinking for the
same reasons outlined above.

However, for seasoned process-oriented designers, design thinking

may be of little value, since it is a reduction of design methods
professional designers know through experience. I don’t believe any
non-professional designer can navigate complexity or synthesize
solutions as quickly, intuitively and focussed as seasoned designers
used to working with complex problems.

What about Innovation?

Innovation is based on people generating ideas using creative

thinking and doing to develop insights. Insights are acted on, used to
try things out that allow us to assess if those ideas are the right ones,
or if we can improve upon them and make them better ideas that
when acted on, produce a benefit.
So we just open up the possibilities, by forming something. We put
together some explanations. Putting together in greek is synthesis.

So what is the difference?

Point 2: It takes more than design and thinking about design

to make an innovation.

It requires tools that allow us to shape our ideas as we act upon

them on something tangible we can identify with, hold external to
ourselves and show other people to hear what they think about it.

Point 3: To do that we need frameworks — mindsets and

methods as well as tools that let us see where our action fits
into a pattern of actions common to systematic creative
processes producing genuinely ingenious innovations.

Both design thinking and innovation both use the same methods —
both use mindsets, methods and tools. In innovation, we usually call
this customer-centric. In design-thinking, we call it user-centric. So
by taking them apart, we can see how they relate. By doing so, we
have done something unusual.
We have increased understanding, putting it together as such, by
pulling the object of inquiry apart. So we’ve narrowed it in — we
have converged. We are now converging on an understanding. We
have analysed what we have produced in advanced — a priori — to
converge on an understanding

The difference between design and innovation lies in focus on

people. Let’s test that. It’s about a user, or a customer. Ah,
convergence. We’ve reached a point where we have a fit between
understanding, and explaining after we’ve reflected on it.

However, it’s really not as clear cut as that, since when we talk about
social innovation — when we develop ingenious solutions to the way
we understand and develop our towns for example, are we users, or
are we customers?

Now we’re starting to diverge again.

We can be both of course, but let us assume no financial transaction

occurs, as when passing through a town, and that any passer’s-
through are as viable as those who live there and pay their taxes.
Social innovation is about users. So we can’t say the user or the
customer angle is what distinguishes design thinking from
innovation. What we have instead is the degree of focus and this
focus is in responding to a given situation, as in design thinking: To
improve it, or in wanting to re-invent something that may not even
have existed in the first place, as in innovation.

Difference in approach

Point 4: What we have are different approaches.

Let’s pull it apart again and compare to see how they fit based on
what’s been written so far:

Innovation works with measuring, design thinking with

identification with issues. Issues are those things that may be
problems if we don’t act on them. Ask a project manager all about
issues and they will know they need to raise them to managers, to
know if they have the mandate to act on them or get a decision from
the director at the top. In design thinking, we deal with lots of
different issues we often call problems when really, they are not. We
set problems based on our collaborative understanding of issues that
is relevant to the context being studied.
So what is the difference compared to innovation?

Point 5: Innovation is about measuring benefit.

Ah. Is design thinking about measuring benefit?

No. As defined above, Design thinking is about acting as a designer

— for anyone, even designers — using the methods of design,
developed as objective reasoning leaving the designer’s subjective —
or ‘I like this so I’ll do that’ for ‘what is happening I can respond
to?’.

Point 6: Design Thinking is an objective method for thinking

and acting that is not tied up to the end result.

Now we’re converging again.

So design thinking can be a plug-in to innovation, working with

issues and turning them around: The benefit does not need to be
measurable, as long as we are design thinking.
 Let’s look at innovation then. Innovation, the process. Innovation
the product. We often hear of disruption. Innovation is a reaction to,
and a cause of, disruption. Call this a catch 22 if you like.

The first Apple I-phone was a genuine disruptive product of

innovation. It is an innovation making it a product. It was born of
innovation, being the process producing the innovation.

So now it’s starting to get confusing again.

Let’s turn back to design for a moment. You see, we need to go

around in circles to try out the angles, each time we gain a little
more insight or we have an angle we need to try out. This is design
thinking. I haven’t produced anything yet, yet I’m still using the
process of design thinking to get to grips. So design thinking is
getting to grips, innovation is, well, we’ll get to that.

Lets look at design, not design thinking, but design — the creating
and making of a desired future — as Herbert Simon called it,
transforming existing conditions into more desirable ones.

Design is essentially the same as innovation, except it does not have

to have benefit — a design can be another take on something
existing, without really improving on it. Think of alloy wheels. Each
one is a design. Design a process, I am designing. And it is the
product. Here is my design.

5) What are the major components of creativity? 

Creativity is the term that has become quite popular in the past few
decades. Creativity is one of the most essential traits that every
employer desire while hiring an employee. Creativity is important in
almost every aspect of life, right from feeding a child to almost every
aspect of the business, creativity plays an exceedingly crucial role.

Therefore, it is important to understand what is creativity and what

is the psychology behind it. Studying and understanding of creativity
is not easy. It is considered one of the most complex topics to study
by the psychologists. However, in this article, you will learn about the
psychology behind creativity, how does it happen, different types of
creativity etc.

Two Main Components of Creativity

1) Originality
The method or idea must be new and unique. It should not be the
extension of something, which already exists. However, one can take
inspiration from the already existent methods and ideas to fabricate
something new and unique.

2) Functionality
Another important component of creativity is its functionality. A
creative idea must work and produce results, otherwise, the whole
effort will be in vain.

Most of the times, people wonder how does creativity happen. It has
been seen that creativity become another nature of some people
whereas others have to spend hours on road or on a mountain to
think of a tiny idea. In the following paragraph, you will learn about
when does creativity happen and what kind of people called
creative?
 People who are thought-provoking, curious and have a
variety of uncommon thoughts are known to be creative
people. Sometimes these people don’t even know what
they are doing and how much importance does that
innovation holds. Therefore, they usually fabricate new
ideas, which leave people flabbergasted.
 People who had important self- discoveries, who view the
world with a fresh perspective and have insightful ideas.
These people make unique discoveries which they don’t
share with the outer world.
 People who make great achievements which are known to
the world. Inventors and artists fall under this category.