Unit 1 introduction and problem framing.pptx

Advanced Design Planning “All there is to thinking,” he said, “is seeing something noticeable which makes you see something you weren’t noticing which makes you see something that isn’t even visible.” From “A River Runs Through It” by Norman MacLean The human centered design process is often illustr...

Advanced Design Planning “All there is to thinking,” he said, “is seeing something noticeable which makes you see something you weren’t noticing which makes you see something that isn’t even visible.” From “A River Runs Through It” by Norman MacLean The human centered design process is often illustrated as the “4 square” model: Abstract Synthesis Framing Research Make Understand Analysis Communicatio n and prototyping Real © 2024 ID Academy 3 The four square model is aligned with the double diamond problem solving approach: Div e erg What happened? Research Collect data © 2024 ID Academy Co nv erg e What is happening? Analysis Refine insights Div e erg What can we do about it? Synthesis Generate many ideas Co nv erg e What should we do about it? Comm and prototyping Refine ideas 4 But design can also be viewed as logically correct reasoning: Design solution “all of this evidence makes us think…” DEDUCTION Theory building through research INDUCTION Design challenge Hypothesis testing “If our hypothesis is true we will find this evidence” Transform theory to testable hypothesis © 2024 ID Academy “We can test our theory through these tangible concepts and ideas” 5 The power of Framing The Milwaukee Art Museum © 2024 ID Academy 6 Choose the right problem solving altitude: Issue to interrogate Problem to solve Abstract category to explore Abstract category: Mobility Ascend to higher level More freedom to innovate but no clear starting place (or ending place) Broad activity: Air travel Descend to lower level Discreet activity: The check-in experience As a user, I want to add my frequent flier number after check-in © 2024 ID Academy Clear direction but limited space to innovate 7 Approach shapes our methods and results vs © 2024 ID Academy 8 There are two general patterns for approach: 1. Significant 2. Transformational Opportunities that are aligned with the organization’s capabilities, and where there is also a willingness to pursue the direction. Opportunities where the organization does not currently focus due to constraints, orthodoxies, and structure. Ideas with momentum Ideas that intentionally disrupt Ask: What is our current direction and what are our current capabilities? How might we leverage our existing capabilities and accelerate on our current trajectory? Ask: What can’t we currently pursue because of our business model, operating model, brand, and (non-values based) beliefs? If we were to pursue these directions what opportunities would be unlocked? © 2024 ID Academy 9 Step 1: Identify candidate problem frames using altitude and approach Transformational innovation opportunities in areas where the organization currently does not or will not play Significant innovation opportunities areas that overlap with organizational capabilities Approach Ascend Consider the original problems statements. How might you frame them at a higher level? What would the advantages and challenges be related to the higherlevel frame? © 2024 ID Academy Altitud e Descend Consider the original problems statements. How might you carve out a more focused, specific sub-problem (for each) to address? What would the advantages and challenges be related to the more focused frame? 10 Step 2: Run three screens to identify an appropriate problem frame: Screen 1 Prioritize frames based on: Frequency: how often will people experience, engage with, or be affected by the frame? Criticality: how large of an impact will the frame have on people’s life / work? Size of audience: how many people will be affected by the frame? Distinctiveness: are many organizations already trying to “win” with this frame, or is the space underserviced and unexplored? Prioritize frames based on: Outputs: Estimate (generically) tangible numbers like profits and number of people reached. Outcomes: what are the changes and effects on employees, customers, competitors, community? Impact: How would this change our ultimate purpose, what we hope to be known for? Outcomes: 3 – 5 frames in each section Screen 2 Next, prioritize frames that: Are aligned with the organization’s capabilities there is also a willingness to pursue the direction. Prioritize frames where there is a “passion for” and “excitement about”: Would people switch roles to join this project? Would they be willing to present the idea to venture capital firms? 1 – 3 frames in each section Screen 3 Of high priority frames identified in the previous screen, which ONE does our team want to work on for the next few weeks? 1 final frame to pursue (significant and transformational) © 2024 ID Academy 11