Application of Design thinking:

Design thinking is a problem solving that focus on

users and their emotional needs while
experiencing products and services.

Design thinking approach is useful for Designers,

Engineers, planners, Managers, strategists,
Economists, Teachers and many other Professions
2
Design thinking having wide
3 range of
applications across different domains:
• Automobile
• Health care
• Architecture
• Software
• Education
• Digital
• Retail
• Art and culture
• strategy
 Business
4

Design thinking helps in business by optimizing the process of

product creation, marketing, and renewal of contracts.
All these processes require a companywide focus on the
customers and hence, design thinking helps in these processes
immensely.
Design thinking helps the design thinkers to develop deep
empathy for their customers and to create solutions that Mach
their needs exactly.
 Information technology:

The IT industry makes a lot of products that require trials and proof of concepts.

The industry needs to empathize with its users and not simply deploy technologies.

IT is not only about technology or products, but also it is process.

The developers, analysts, consultants, and managers have to brain storms on possible
ideas for solving the problems of the clients. This is where design thinking helps a lot.
 Education :
6

The education sector can make the best use of design thinking by
taking feedback from students on their requirements, goals and
challenges they are facing in the classroom.
By working on their feedback, the instructors come up with
solutions to address their challenges.
 Health care:

Design thinking helps in health care as well as the expenditure

on healthcare. The cost of healthcare facilities is growing day by
day.
Experts worldwide are concerned about how to bring quality
healthcare to people at low cost
 Using design thinking, the efficiencies in the system and the
perennial crises were addressed
 8
How design thinking in healthcare can improve customer service

Defining design thinking

Design thinking is a process used to solve complex problems. Unlike other
approaches, such as quality improvement or process analysis, design
thinking is multidimensional, and human-centered.
Whereas a quality-improvement initiative may be narrow in scope, focus
and outcomes, a design-thinking process will influence outcomes across an
organization.
 Applying design thinking to the healthcare-consumer
experience
9

Many healthcare organizations are struggling to retain customers, given

archaic service designs and processes.
Consumers have grown accustomed to the personal attention and
convenience they find in other industries, such as retail and hospitality,
and often lack a similar experience in healthcare.
How would a design-thinking approach help a health plan tackle the
challenges of managing customer experience?
Let’s break it down through the four-pronged approach:
 Empathy
10

 A major advantage of design thinking compared with other process-improvement

methodologies is that it removes assumptions from the equation by incorporating
perspectives and experiences from a diverse group of stakeholders.
 A fundamental component of design thinking is empathy, the ability to understand
the feeling of others.
 The key output of the “empathetic stage” is the crafting of a problem statement
that is based on a holistic view of the stated and the unstated needs — as well as
the asked and unasked questions — of the customer.
 11

A good design-thinking approach thus starts with understanding actual

user stories from among a diverse population, rather than merely
considering statistical data.
 Multidisciplinary thinking
12

Design thinking depends on the diversity and quantity of the ideas

gathered from multiple ideation sessions involving people directly and
indirectly associated with the issue at hand.
The central output of the multidisciplinary-thinking stage is to
establish the framework for a broad solution design.
This framework allows the designers to push boundaries and embrace
possibilities.
For example, a robust care management
13
design should account for user
examples from patients/members.
Likewise, by learning about regulatory compliance requirements from
experts in that field, a health plan’s care management teams and third-party
community partners can help in defining solutions that address key sticking
points and in determining and prioritizing “must haves” vs. “nice to haves.”
 Rapid solutions deployment
14

 The first two prongs of design thinking are human-centered, leveraging empathy and
collective brainpower to dissect and solve for complex problems.
 The third aspect entails quickly putting tailored solutions to work.

 To improve member service by addressing social determinants of health, for example, a

health plan’s priority, based on an assessment of social and economic barriers, may be to
initially make available Uber-style medical transportation followed by home-based
services such as cleaning and day-care support.
 The critical component is rapid assessment with defined metrics.

 A well-designed process should take no more than one quarter to assess effectiveness.
 Continual improvement
15

Success with design thinking relies on continually assessing progress

and benchmarking results, while remaining agile to adjust for
unforeseen challenges.
This final step is crucial to making improvements in successive
iterations based on stakeholder and consumer feedback.
To continue with the example of the
16 population health initiative, the

solution might incorporate a predictive analytics model to help the

health plan pinpoint patients who need case management and
outreach that extends beyond healthcare settings.
The solutions team should periodically update the analytics model
based on the latest research and evidence on treatment pathways.
 17

Such model allows that model to be laser-focused on

identifying and customizing treatment plans, a key aspect
of optimizing the customer experience.
 Design Thinking for Schools

18

An exploration of resources and advice for applying design thinking for

schools

Design thinking is a unique learning and problem solving mindset that we

highly recommend to innovation-minded organizations and businesses.
The approach can be applied to nearly every industry and discipline,
making it a useful tool when brainstorming solutions to challenges and
testing them in action.
 19

One such place is the education sector, where colleges, high schools, and
K-12 schools have begun adapting the mindset to improve the educational
experiences of their students.
Here are some tips to use design thinking for schools to enhance both the
in-class and out-of-class experiences for teachers, students, and parents.
A Framework for Educators
20 and Administrators
 21

The five main stages of the design thinking process can create better
experiences for our stakeholders.
Here are some examples and thoughts outlined below for each stage.
 22

• Tapping into empathy is critical in the design

thinking process.
• Empathy allows you to understand the needs of
1. others and look beyond your own worldview to
someone else’s.

Empath • How do our students, parents, teachers, and others

receive experiences in our classrooms and schools?
• Thinking from another perspective and considering
y different point of views allows you to understand
challenge points in the education system and
experiences of everyone involved.
 23

• In this stage of design thinking, the goal is to

establish a clear definition of the challenge at

2.
hand.
• This requires receiving input from those who are
directly affected by the challenge – such as the

Defin
kids affected by a new discipline policy or the
families impacted by a remote learning option.
• Throughout this stage, you want to actively listen

e
to the parents, students, and teachers involved to
understand their point of view as well as include
them in the process of designing a solution (or at
least giving feedback on it).
 24

• User input is essential for guiding the development of

solutions to your challenges.
• During the ideation or brainstorming process, you’ll

3. work in teams to rapidly generate as many solutions as

possible.
• You are not necessarily looking for the best solution, but

Ideate simply trying to generate as many ideas as possible.

• In this phase, the sky is the limit and money is no object!
Frequently, ideas generated in this way lead to outside-
of-the-box thinking that can yield innovative solutions.
 25

• The next steps are to test out those ideas in practice

through prototyping. Prototypes may go through

4 & 5. multiple iterations before a final product is produced –

and that’s okay.
• The general idea to be flexible, agile, and willing to work
Prototyp through the problem until the best result is obtained.
• Input from teachers, students, and parents can reveal
e and potential problems with your prototyped solution,
suggesting that adjustments need to be made.

Test • Testing out a solution in action and getting feedback

from the people affected by that solution will lead to a
better outcome for all.
 What is a Design Thinking workshop?

26

A Design Thinking workshop is facilitated meeting where multi-

disciplinary teams plan and prototype user-centered designs.

Unlike lectures or presentations, Design Thinking workshops

are used when teams want to arrive at a user-centered solution
while working together.
 27
Depending on where the project stands within the Design Thinking process,
workshops can be used to output anything from early strategic
requirements to fully-functional prototypes.

They are always participatory, and employ a range of activities designed to

generate ideas (divergence) and make decisions (convergence).

Most workshops last 1-2 days. During this time, teams work through various
activities that help model their users, define requirements and develop
experiences.

Common design thinking activities include user stories, user journey maps,
sketching, storyboards and paper prototypes.
 Design Thinking workshop roles

28

As the facilitator of a Design Thinking workshop, you

are responsible for helping teams challenge assumptions,
discover actionable insights, and arrive at innovative
outcomes.

As a participant in a Design Thinking workshop, you

are responsible for arriving in the right design thinking
mindset. That means having a beginner’s mind and the
confidence to share.
Participants Facilitators29

Adopt the Design Thinking

Champion the Design Thinking mindsets
mindsets
Bring undivided attention –
Prepare everything the team needs to succeed
laptops down
Participate in all discussions and
Coordinate tasks and keep creative energy high
activities
Provide context on area of
Avoid unnecessary technical tangents
expertise
Share ideas and inspirations
Assign homework and encourage sharing
openly
 Design Thinking workshop objectives

30

Running a successful Design Thinking workshop starts with knowing what

you want.
Before you prepare the agenda, consider the high-level objectives.
Does your team need to discover new opportunities? Or connect closer
with users?
Do they need to brainstorm new ideas?
Or align on specific requirements?
Workshops can deliver on one or more of these objectives, depending on
how long they run (and how well you prepare).
 Common Design Thinking workshop
31 objectives include :

Discover opportunities

Build empathy

Define requirements

Develop ideas
 Step 1
32 Workshop
Prepare a Design Thinking

Running a successful Design Thinking workshop

means ensuring the team has everything they need to
make informed decisions in real-time.

Given the complexity of opportunities, this step can be

a significant challenge that requires anywhere 2 to 6
weeks — or longer, if any critical elements are missing.
Consider the following workshop preparation checklist as a guide:
33

• Select the team, time, and location

• Compile the current landscape
Workshop • Create the workshop agenda
Preparatio • Build the workshop facilitation
n Checklist deck
• Send the pre-workshop email
 Select the team, time and location

34

Team: Having the

right skill sets in the
room is key to • Business Strategy
generating • Sales + Marketing
innovative ideas • Technology
with practical • Creative + Design
applications. That •
means all decision Customer Engagement
makers, technical • Project Management
leads, and even • Users / Personas
users (or their
personas) must be
represented.
 35
Time: Complex problem solving takes time. Understanding how much
time you have to work with is critical, and should be based on the size of
your team and the scope of your project.
• 1 full day: Small teams, specific projects
• 2-3 full days: Large teams, broad opportunities
 Location: A
good 36
environment • Large room with space to walk
supports great • U-shaped or boardroom-style layout
conversation. preferred
Whether your • Ample wall space, whiteboards
workshop will be • Markers, pens and post-it notes
in-person, online, • Clear projector or other large display(s)
or a mix of both, • Water, coffee and catering
here’s what to • Natural light is a plus
consider when • Off-site is a plus
choosing your
workshop
location:
 Compile the Current Landscape

37

The current landscape is living research document that helps teams understand
the feasibility and viability of their ideas by answering three critical questions:

Who are we designing for?

What do we have to work with?

How will we measure success?

 Create a Design Thinking workshop agenda

38

Design thinking is a highly iterative process, where insights

from one activity often reframe the original opportunity.

As such, the workshop agenda is more playbook than

prescription — the most important thing is knowing what type
of deliverables you want to generate (ex. user stories, concept
sketches or working prototypes) and work back from there.
 39
Create a Design Thinking workshop agenda

1. Open a new workshop calendar (ex. 1 day, 9:00 AM – 5:00 PM)

2. Add time for introductions, lunch and breaks (15 to 60 min)
3. Identify Design Thinking steps for each block (ex. Define, Ideate)
4. Select 1-2 activities to support each step (15 min – 3 hr)
5. End with a recap and next steps (30 min)
 Send the pre-workshop email

40

While a save-the-date should follow shortly after you’ve identified your team, the
pre-workshop email is typically sent a few days before the workshop. It includes
detailed logistics and clearly outline the intentions of the workshop and its desired
outcomes.
This email is also your opportunity to assign any relevant pre-work, such as an
ask to bring specific design inspirations.
What to include
• Place, time, parking and other logistics
• High-level summary including objective and outcomes
• Complete workshop agenda (pdf)
• Pre-workshop assignment (ex. design inspiration)
 Step 2
41
Facilitate the Design Thinking Workshop

With preparations ready and the agenda set, you can now
facilitate a productive workshop.

The following walkthrough outlines the major milestones

you could expect in a 1-day workshop intended to align
on the strategic requirements for a user-centered
experience.
 42

Day Workshop Walkthrough

• 9:00 AM: Introductions
• If working off-site, save the first 30 minutes for teams to arrive and
settle.
• Coffee is always appreciated, and quick icebreakers or intros may be
needed if teams seldom meet.
 43

9:30 AM :Design Thinking warm-up

Everyone has the ability to think creatively — especially after a good

warmup. For design thinking, the best warmup activities are those that get
participants drawing, folding and working together.
Prompt: Draw as many objects as you can using a sheet of paper with 30
blank circles printed on it. After 5 minutes, share results among the group.
 44
9:45 AM :Draft Statement of Opportunity
The Statement of Opportunity expresses the topliner project opportunity
from the team’s perspective.
 As the North star of the design, it’s best to align on the statement as early
as possible.
Plan to facilitate several short rounds of brainstorming and open
discussion before a unifying statement can be arrived at.
And if the perfect phrasing remains elusive, it’s okay to leave the door
open to copyedits in the future.
 45

10:30 AM :Coffee break

10:45 AM :Review current landscape
Help participants unpack technical problems and appreciate the current
user experience, constraints and supporting systems.
 Discuss the results, technical audits, and other data gathered in
preparation.
 46
11:30 AM :Validate User Personas
After sharing the design context, invite participants to challenge and
discuss the existing user personas.
Are they realistic? Where did the insights come from? What goals are we
missing?
Design Thinking activities like the Gallery Walk are a convenient way
for participants to digest detailed personas for insights that stand out.
• 12:30 AM :Lunch 47

• 1:00 PM :Share design inspiration

• Sharing relevant inspiration is an effective way to build a collaborative
atmosphere while bringing fresh perspectives into workshops.
• “Share one example of a product or service that left a positive impression
on you.”
 48
• 3:30 AM :Break
• 3:45 PM :Define Minimum Viable Solution
• With clarity about the goals and priorities of the team, the final step of the
workshop is to put the minimum experience requirements into writing.
• This means aligning on what is feasible by when, and drawing a line in the
sand.
4:30 PM :Recap with next steps 49
A quick recap improves long-term memory and provides a cohesive starting
point for future workshops and project onboarding. After reviewing
decisions, end with a project roadmap to place the workshop in context.
• Statement of opportunity
• Validated user personas
• Sorted user stories
• Inspirational ideas
• Ranked requirements
 STEP 3 DOCUMENT DESIGN THINKING OUTCOMES

50

The goal of the Document step is to ensure all the

insights and alignments generated during the
workshop can be easily referenced and implemented by
others.

It serves as a rudder for cross functional teams working

on complex projects, and takes 3 – 5 days to complete.
 51

The level of detail you decide to document your

workshop with should be based on the scale of your
project — short Design Thinking sessions with a core
team don’t require the same level of scrutiny as larger
projects with extended teams who meet infrequently.
 7 Benefits of a Design Thinking Workshop

52

What are the key benefits of a design thinking workshop?

It is a great way to create an interdisciplinary collaboration.

It creates a space for the productive sharing of ideas and the building of
innovative solutions.
 53

1. Desirable solutions
A design thinking workshop embraces specific attitudes that characterize
the design profession and helps people from non-creative backgrounds to
use the designer's tool kit.
It is a process that translates the users' pain points into a single clear
problem statement that everyone can understand to solve complex
problems and reach desirable solutions.
 54

2. Collaboration and co-creation

Participants share ideas and build on them collaboratively.
 It helps teams develop much-improved respect and understanding of each
other's range of skills and how each of them brings great value by more
collaboration and co-creation.
 55

3. Reduced risks
Design thinking workshop creates a natural flow of ideas. It emphasizes
overcoming preconception and fixation on solutions. It challenges
assumptions, discussions around what will or won’t work reducing the risk of
repetition of the process.
 56

4. Saved costs
Design thinking workshops help to deliver outputs in a reduced amount of
time, including — Initial design alignment with the stakeholders and other
practices.
It helps to create a deeper understanding of the users and effectively reduces
the feedback loop, development, and testing time which in the long run saves
efforts and costs.
 57

5. Foster teamwork
Design thinking workshops are engaging and fun sessions that bring the
teams together from different practices and provide an unbiased
opportunity for everyone to understand the problem and work together
towards common goals.
 58

6. Actionable output
The questions and ideas documented during the workshop are documented
in a detailed shareable report which helps to understand the users and
drive the entire product's design and development journey.
 59
7. Serves the true business needs
Design thinking workshop helps to create outcomes based on creative
thinking and analytical decision-making. This helps to create user
experiences that truly resonate with the users and deliver high business
impact.
The workshop created on the principles of design thinking help to
approach the problem with a designer's mindset helping everyone unlock
everyone's creative potential.
 60
Wrap up
The design thinking workshop lays out the groundwork for the whole
journey of product designing.
Its organization-wide adoption and stakeholder involvement help in ideal
innovation through a linear and structured process.
This results in problem finding preceding problem solving,
understanding the human needs, idea generation, and experimentation.
Design thinking workshop helps participants collaborate in a
continuously iterative process that improves and changes with every
project's needs.