MODULE_3:DEFINE PHASEDefine Phase 7 6S SSS SSS aaee Oo Oo Second stage in a typical Design Thinking process Involves collating data from the observation stage or first stage called Empathise to define the design problems and challenges Uses empathy map and space saturate and group for synthesizing raw data into a meaningful and usable body of knowledge. create an actionable design problem statement or Point of View tha: inspire the generation of ideas to solve it The How Might We questions open up to Ideation sessions where you explore ideas, which can help you solve your design challenge in an innovative wayDefine Phase 7 6S SSS SSS aaee oO An integral part of the Design Thinking process is the definition of a meaningful and actionable problem statement, which the design thinker will focus on solving owill require you to synthesise your observations about your users from the first stage 0 Significance: A great definition of your problem statement will guide you and your team’s work and kick start the ideation process in the right direction.Define Phase: Analysis and Synthesize a Analysis is about breaking down complex concepts and problems into. smaller, easier-to-understand constituents. 5 the Empathise stage, when we observe and document details that relate to our users Synthesis, on the other hand, involves creatively piecing the puzzle together to form whole ideas. 3 happens during the Define stage when we organise, interpret, and make sense of the data we have gathered to create a problem statement Not only happen in the distinct stages of Design Thinking, often happen consecutively throughout all stages of the Design Thinking process analyse a_— situation > — synthesising new insights> Analyse Synthesize f™ QO Analysis Synthesis KRYPersonas © Personas are fictional characters, which you create based upon your research in order to represent the different user types that might use your service, product, site, or brand in a similar way 5 help you to understand your users’ needs, experiences, behaviours and goals © help you step out of yourself © help you to recognise that different people have different needs and expectations, © help you to identify with the user you're designing for 0 Four Different Perspectives on Personas 0 Goal-directed Personas 5 Role-Based Personas co Engaging Personas © Fictional Personas1, Petsona 3.Goal Dees woe sis Drs ie eso vais abut Tica cate redo Te gu the as aus, nto at ot ty eps ce and aos, ig actin. Won at gai rece scar ets 1.Goal-directed Personas =e + cuts straight to the nitty-gritty - What does my typical user want to do with my product? + objective of a goal-directed persona is to examine the process and workflow that your user would prefer to utilise in order to achieve ee their objectives in interacting with your product or service Sen) ——— Delete ae etic eyo eps espe Tee ‘the rae estes hw epson eae as 8 equ tes2. Role-Based Personas 2 (eee eee 0 is also goal-directed and it also focuses on behaviour. & Focuses on the user’s role in the organisation = Where will the product be used? = What's this role’s purpose? = What business objectives are required of this role? = Who else is impacted by the duties of this role? = What functions are served by this role? 0 are massively data-driven and incorporate data from both qualitative and quantitative sources3. Engaging Personas Se SSS EEE EEEEEE O The engaging perspective is rooted in the ability of stories to produce involvement and insight 0 incorporate both goal and role-directed personas as well as the more traditional rounded personas 0 the designers who use them can become more engaged with them © create a 3D rendering of a user through the use of personas 0c These personas examine the emotions of the user, their psychology, backgrounds and make them relevant to the task in hand10 steps to Creating Your Engaging Personas and Scenarios 1.Collect data. Collect as much knowledge about the users as possible. Perform high-quality user research of actual users in your target user group. 2. Form a hypothesis. Form a general idea of the various users within the focus area of the project, including the ways users differ from one another — use Affinity Diagrams and Empathy Maps. 3. Everyone accepts the hypothesis — get consensus from your development team 4. Establish a number. Decide upon the final number of personas, which it makes sense to create. 5. Describe the personas. The purpose of working with personas is to be able to develop solutions, products and services based upon the needs and goals of your users. 6. Prepare situations or scenarios for your personas. This engaging persona method is directed at creating scenarios that describe solutions and situations. 7. Obtain acceptance from the organisation - ask the participants for their opinion, or let them participate actively in the process 8. Disseminate knowledge. In order for the participants to use the method, the persona descriptions should be disseminated to all 9. Everyone prepares scenarios. Personas have no value in themselves, until the persona becomes part of a scenario 10, Make ongoing adjustments. revise the persona descriptions on a regular basis.A. Fictional Personas 7 6S SSS SSS aaee oO emerges from the experience 0 requires the team to make assumptions based upon past interactions with the user base, and products to deliver a picture of what, perhaps, typical users look likeWhat Makes a Good Problem Statement? 2 (eee eee 0 Traits of good problem statement © Human-centered = Should reflect the needs of targeted users and must be free from technology, monetary returns and product specifications. 1c Broad enough for creative freedom = Should not too narrowly focus on specific implementation method and technical requirements. 5 Narrow enough to make it manageable = should have sufficient constraints to make the project manageable 5 Action-oriented ® Should begin with a verb, such as “Create”, “Define”, and “Adapt” G Forward looking = It contains within it seeds for future possibilities.How to Define a Problem Statement? OQ Methods of interpreting results and findings from the observation oriented Empathise phase include: 0 Space Saturate and Group or Affinity Diagrams — Clustering and Bundling Ideas and Facts O Space Saturate and Group or Affinity Diagrams 15 designers collate their observations and findings into one place, to create a collage of experiences, thoughts, insights, and stories f= ‘saturate’ describes the way in which the entire team covers or saturates the display with their collective images, notes, observations, daita, experiences, interviews, thoughts, insights, and stories in order to create a wall of information to inform the problem-clefining process = draw connections between these individual elements, or nodes, to connect the dots, and to develop new and deeper insights, which help defiriethe problemra.and develan norental solutions.Affinity diagrams =e a used to organize ideas and data to be sorted into groups, based on their natural relationships, for review and analysis. It must be used: 3 When you are confronted with many facts or ideas in apparent chaos | When issues seem too large and complex to grasp | When group consensus is necessary 2 The affinity diagram organizes ideas with following steps 5 Record each idea/data on cards or notes. 15 Look for icleas/clata that seem to be related. © Sort cards into groups until ll cards have been used. 5 Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis a Once completed, the affinity diagram may be used to create as iets tenellai) Wo ie ro cH Ho fa ene £ug Empathise phase anal oe vats Ortaca ayo, Hotpumpsctnees | par ssety der ales Serie oe Soty Tew unaurds Dae secaatbatine | Har waadonnee same org ema as dome Haseeno tine esp Space Saturate Affinity Diagrams4 fundamental questions for the Define stage (4W’s) SSS SSS EEEEEEE 5 Examining the problem from multiple angles is the best way to understand the core issue at play 4 you can formulate a better defi fundamental questions. 1 Who's having the problem? = Start by defining your target user, their desires and motivations, and how they interact with your product. 0 What problem is your user actually having? = Examine the pain points you identified during the Empathize stage and determine what the user really needs ion of your problem by answering a few co Where is the issue? 1 it allows you to hone in your focus on one specific space 0 Why to solve this problem? = It asks what it would mean to your user if the problem were solved. What value would be gained ‘tien teePoint of View(POYV) problem statement | Sn eee eee oO Oo is a meaningful and actionable problem statement, which will allow you to ideate in a goal-oriented manner captures your design vision by defining the RIGHT challenge to address in the ideation sessions involves reframing a design challenge into an actionable problem statement that will drive the rest of your design work POV Creation: Articulate a POV by combining your knowledge about the user you are designing for, his or her needs and the insights which you’ve come to know in your research or Empathise mode © by combining these three elements — user, need, and insightHow to Create Your POV? Ca Peed ees away to because Step 1: Identify Users, Needs & Insights Step 2: Create Your Chart mesningtul more clients throughout the day Paperwork and account ri me Step 3: Form Your POV Statement Example: A financial advisor needs a way to have meaningful conversations with more clients because business grows through genuine conversation with clients — not through paperwork.“How Might We” Questions a Use of HMW: To determine opportunities for solving the user's problem within design Start using your POV by asking a specific question starting with: “How Might We” or “in what ways might we”. How Might We (HMW) questions are questions that have the potential to spark ideation sessions such as brainstorms. They should be broad enough for a wide range of solutions, but narrow enough that specific solutions can be created for them. “How Might We” questions should be based on the observations you've gathered in the Empathise stage of the Design Thinking process.How Might We.. Examples co For example, you have observed that youths tend not to watch TV programs on the TV at home, some questions which can guide and spark your ideation session could be: © How might we make TV more social, so youths feel more engaged? © How might we enable TV programs to be watched anywhere, at anytime? © How might we make watching TV at home more exciting? How Might We questions for previous scenarios How might we speed up the time the advisor spends with clients? How might we increase the amount of meaningful conversations the advisor has? In what ways might we reduce the time it takes to do paperwork? How might we make doing paperwork more profitable for the advisor?5 Why’s Technique SS 0 Use: To get to the root cause of a problem o Assumed POV: “Brian, the Indecisive Car Buyer, needs to be shown the perfect car for him because lacks the confidence to make a large purchase.” co HMWs- determine opportunities for solving the problem © How might we determine the car Brian actually wants? & How might we boost Brian’s confidence? © How might we best present financing options?5 Why’s Technique o Why does Brian lack confidence about buying a new car? 1 Because he’s overwhelmed by the options. Why do the options seem overwhelming to him? © Because he doesn’t think he knows enough about cars to make a good decision. Why does he think he doesn't know enough about cars? | Because when he goes car shopping, he doesn't know what questions to ask. Why doesn’t he know what questions to ask? © Because he doesn't know what's most important to him ina car. Why doesn't he know what's most important to him in a car? 1 Because he's never been forced to think about it. So, the root issue of Brian's lack of confidence for purchasing a new car could be that he doesn’t know what he actually wants. One solution could be a quiz in your product that helps Brian determine his top prioriWhy/How laddering User io ciscover'c variety Of user needs and actions that can be taken to meet those needs O The ladder begins by asking a fundamental question, then asking why several times until a more abstract statement emerges with core feelings from the user. O Then start with to work back down that abstract statement by asking “how” about each statement. c Benefit: You should end up with a hierarchy of your user’s needs that can help you better formulate a variety of solutions.Why/How laddering User io ciscover'c variety Of user needs and actions that can be taken to meet those needs O The ladder begins by asking a fundamental question, then asking why several times until a more abstract statement emerges with core feelings from the user. O Then start with to work back down that abstract statement by asking “how” about each statement. c Benefit: You should end up with a hierarchy of your user’s needs that can help you better formulate a variety of solutions.How to why-how ladder? Why is it necessary to be healthy? How to maintain ourselves healthy? Why is it necessary to know its origin? How to identify the origin of something? Why to nurture good organisms? How to grow the good organisms? errrres Totaled eed oo