A bit more information

• My address and contacts are on Canvas

• I prefer you email or text or both I will endeavour to return a
response in 48 hours
• No such thing as a dumb question but do make sure you have read
the material available first. I am not your first port of call. Do your
research and if you are not able to find out then lodge an email and
if it is urgent – send me a text to say you have emailed.
• When you contact–please tell me in the subject line what course ie
Design Thinking and group number if it relates to your group
Admin: Expectations
• We’ll start on time • You will read the prescribed
reading
• The BELL!! Sounds
• we will endeavour to respond
to your questions / emails
• You’ll ask questions as we go – but within 48 hours.
trust me if I defer them • Phones /electronic devices
• We’ll all participate – that means unless we’re using them in class
letting everyone have an (and we will) – they are silent
opportunity to participate in their • Computers – only for note
own way taking (if you really must!)
Dr Christine Murphy
• What else?
 Visual thinking!
Please imagine yourself as a metaphor!
Are you
• like a dog - loyal and loving?
• Like A Tree strong tall with leaves that give shade to others
• Like A flower – bright and sunny
• Like An ocean – endless, deep and sometimes dangerous
• Like An iceberg – with most hidden under the water line
• A meerkat – I am alert & look after others
• An eagle- I fly high above the landscape observing
• A tiger, king of the jungle – fast and strong
Course
Outcomes
Assignments… Assignment Type
Learning Assignment Task Due Date How to submit Weighting

CLO1, CLO2, CLO3 Persona mapping, Pre Course First day of this Upload file to 20%

✔
interviews & reflection Assignment intensive seminar Blackboard/
20th of October Turnitin
present hard
copy in class
CLO1, CLO2, CLO3 Reflection Paper Due November 35%

CLO1, CLO2, CLO3, Presentation of interim Group October 23rd Upload slide 10%
CLO4, CLO5 findings presentation in Presentation to
class Turnitin

Final Report with

recommendations for Group written December 1, Upload Report 35%
industry partners report 2017 to Turnitin
 Group agreements!
 To be dependable and attend all meetings we schedule ( or make timely arrangements that the group are happy with)

 To contribute positively to all group discussions – including sharing my thoughts and suggestions and encouraging quieter
members to participate equally
 To complete my part of the group work on time – including preparing in advance

 To respond to group communications ( emails, phone calls or other agreed social media) promptly -at least within 24hours.

 To have a helpful mindset and offer help to other group members when needed – each person brings their own skills and
experience and should contribute these to assist the group. All members are still expected to contribute equitably

 To submit work that is accurate, complete and on time (that includes all work being original and not plagiarised - citations
and all referencing is included and cited correctly).

 To contribute my fair share to the presentation and report assignment

 To work effectively and respectfully with other group members including respecting diversity of gender, sexual orientation,
race and religion etc.
So what are the benefits of
design thinking?
So what are the benefits of
design thinking?
The Relevance of Design Thinking
 How can we apply What are our How can we
our technology in customers’ most reach entirely
new and different critical unmet new audiences?
ways? needs?

How can we have How might we How do we build

more productive increase sales? better leaders?
kickoff meetings?
“Everyone designs:
who devises courses of action
aimed at changing existing
situations into preferred ones.”

HERB SIMON
Nobel Laureate in Economics
So what is design
thinking about?
What is Human Centred Design?

https://www.youtube.com/watch?v=musmgKEPY2o
Which requires empathy….

We must understand before we can judge

WHAT IS design THINKING?

A different way of seeing or looking at the world

through the eyes of those most affected.
Design favors trying over extensive planning
So what are we looking for
(in terms of good design)?
 Do they
want it?

Desirability

Feasibility Viability
Should
Can we
we do
do it?
it?
 Comparisons between
Business thinking and Design thinking
BUSINESS DESIGN

Underlying assumptions Rationality, objectivity; Subjective experience

Reality as fixed and quantifiable Reality a socially constructed

method Analysis aimed at providing one ‘best Experimentation aimed at iterating

answer’ toward a ‘better’ answer

Process Planning Doing

Decision drivers Logic; Numeric models Emotional insight;

Experiential models

Values Pursuit of control and stablity; Pursuit of novelty; Dislike of status quo
Discomfort with uncertainty

Levels of focus Abstract or particular Iterative movement between abstract

and particular
den Ouden (2011)
There are multiple models
 Darden Business School model

$
?
 British Design School model

FRAME Convergence
qq
Convergence

RE-
Divergence Divergence
FRAME
Stanford’s D School model
What are the most common process tools
of design thinking?
 All of these models represent a
similar process, and just use a
different label.

They move from developing an

understanding of what is and
what if (discover, define)

to possible new conceptions, to

shaping ideas into testable
experiments, then exploring their
viability and feasibility in a
broader context of use
(develop, deliver).
Stage
ONE
 What is:
Step away from the Crystal Ball

1.Begin with an accurate assessment of current reality

2.Growth is always about solving customer’s problems

3.Find out what customers don’t like about (today) and identify
the trade-offs they don’t want to make.
 The importance of ‘and’

Novelty doesn’t necessarily

create value
Even value creation is not
enough
Its not just ‘stylish’ design
that we need

we need all three

 The 4 questions

$
?
JOURNEY MAPPING

Value Chain Analysis

Mind Mapping

Brain Storming
VISUALISATION

Concept development

Assumption Testing

Rapid Prototyping

Customer Co creation
The 10 tools that answer the 4Q’s

Learning Launch
The 10 tools
1.Visualisation
2. Journey Mapping
3.Value Chain Analysis
4.Mind Mapping
5.Brainstorming
6.Concept development
7.Assumption testing
8.Rapid prototyping
9.Customer co creation
10.Learning launch
What is:
 Exercise – share your research (pre
course assignment
1.Stick your 2 slides VERTICALLY [one
under the other ] on the wall nearest you
– in turn you have up to 4 minutes to PERSONA

speak and tell the story of your persona

2.Appoint a time keeper for your group
3.Each person to take a turn until all PHOTO AND
REFLECTION
members are finished
UNDERSTANDING PEOPLE & SYSTEMS

Persona Mapping

1.In your groups consider all the personas you have on the
wall and silently find some commonalities amongst them all.
We want to be able to narrow down all the differing
descriptions, needs, challenges, hopes
2.Decide on a first name for this GROUP persona and then
put the sheet up on the wall next to your individual persona
work.
3.Create a 360 degree Persona that sums up the collective
common issues
UNDERSTANDING PEOPLE & SYSTEMS

Persona Profile

An informed summary of the

mindset, needs, and goals
typically held by key
stakeholders
UNDERSTANDING
Persona map
UNDERSTANDING PEOPLE & SYSTEMS

Stakeholder Mapping

A way of diagramming the network of

people who have a stake in the system
TOPIC: DIABETES CARE
TOPIC: ACCESS TO HEALTHY FOOD CHOICES
UNDERSTANDING PEOPLE & SYSTEMS

Experience Diagramming

A way of mapping a person’s

journey through a set of
circumstances or tasks
QUICK GUIDE

• Select an experience to document in detail.

• Hone in on a few key tasks.
• Decide which individuals or personas to represent.
• List the people, places, and things they encounter.
• Determine a format (e.g., flow chart, map, timeline).
• Illustrate a series of typical experiences.
• Highlight the critical waypoints in their journey.
HELPFUL HINTS

• Focus this effort on documenting existing situations.

• Use the diagram to mark typical break points.
• Study the behavioral patterns for potential insights.
UNDERSTANDING

Rose, Thorn, Bud

A technique for identifying things as

positive, negative or having potential
 ROSE, THORN, BUD

QUICK GUIDE

• Identify a topic for consideration.

• Assemble a diverse group of stakeholders.
• Give each participant a pen and 3 differently colored sticky note
pads.
• Explain the topic and the color key:
• Rose = Pink (indicates things that are positive).
•Thorn = Blue (indicates things that are negative).
• Bud = Green (indicates things that have potential).
• Instruct each person to generate many data points.
• Include one issue, insight, or idea per sticky note.
 Industry challenge -
Your Group Task:
How might we approach the challenge to (FIND OUT
FROM PHIL… ) by applying a design thinking model
to address this wicked problem

63
1. Discover : [What is] empathise with councils, taggers, retailers
and the general community (and any other relevant stakeholders)
to understand what they need and importantly how can these
needs can be addressed.
2. Define: [What if] synthesise and connect the insights into
meaningful strategic implications about what the real problem and
opportunity is; prioritise what to focus on
3. Develop: [What wows] come up with 3, very specific
ideas/solutions on how to overcome the identified issues and
leverage existing strengths
4. Deliver [What works]: make an informed decision out of your
alternative solutions based on desirability, feasibility and viability
considerations
 Overall orientation:
Imagine you are the decision makers at …FILL IN HERE

How might you go about implementing innovative new

ways of addressing >>>>> ?
Stage
TWO
RECAP
• Draw a story board or journey map of yesterday’s experience with at
least 12 different points or scenes.
• 15 minutes
• Each group reports back what they learned
What are the most common process tools
of design thinking?
What if: Staring the future in the face
Creative
matrix
72
How might we……

An approach to phrasing problem statements

that invites broad, collaborative exploration
Statement Starters: Tips

1. Don’t embed a solution

Fair
How might we use facial recognition to
detect people?
Better
How might we know who’s in the
building?
Statement Starters: Tips

2. Provoke and Challenge

Fair
How might we reduce product development cycles
by 30%?

Better

How might we develop and release new

products every week?
Statement Starters: Tips

2. Provoke and Challenge

Fair
How might we reduce maintenance costs?
Better
How might we create self-maintaining
products?
Better still...

How might we create products that heal

themselves?
MAKING

Creative Matrix

An ideation format for

sparking new ideas at the
intersections of distinct
categories
MATRIX COLUMNS (RELATED TO PEOPLE)

CONSTRUCTION • Persona profiles

• Service touchpoints
• Problem statements

ROWS (ENABLERS)

• Emerging tech
• Cultural drivers
• Market trends
• Etc.
CREATIVE MATRIX: EXAMPLE A

How might we increase civic engagement?

Spark public interest Increase attendance Expand participation in Encourage service

in societal issues at meetings & forums elections & referendums work & volunteerism

Games &
Competitions

Shows &
Videos

Celebrities &
Superstars

Hot Spots &

Hangouts
CREATIVE MATRIX: EXAMPLE B

How might we improve the health and well-being of people in the workplace?

Physical Good Dietary Stress Health Screening

Activity Practices Management & Check-ups

Games &
Competitions

Facilities &
Environments

Technology
Devices & Apps

Programs &
Policies
 CREATIVE MATRIX

QUICK GUIDE

• Identify a design challenge in need of fresh ideas.

• Make a poster showing a large grid (max. 5 x 5 cells).
• Designate columns: Categories related to people.
• Designate rows: Categories for enabling solutions.
• Form teams. Hand out grids. Introduce the topic.
• Give each participant a pen and a sticky note pad.
• Ask them to ideate at the intersections of the grid.
• Instruct them to write one idea per sticky note.
• Start the clock. Limit the time to 15-20 minutes.
 CREATIVE MATRIX

HELPFUL HINTS

• Urge the participants to draw pictures of the ideas.

• Encourage the teams to fill every cell of the grid.
• Tally the number of ideas per team. Reward quantity.
ASSIGNMENT

Creative Matrix
• Break into your teams and get set with a Sharpie and Post-its
• Work individually to generate as many ideas as possible
• One idea per Post-it
• Include a quick sketch if you can
• Bonus points if you fill in all of
the quadrants
Extra bonus points if you
draw a picture!
MAKING

Creative Matrix

BENEFITS

• Helps you generate a large number of ideas

• Promotes divergent thinking
• Helps you think of new and unusual ideas
• Invites input from all team members
Visualize the
vote
UNDERSTANDING PATTERNS & PRIORITIES

Visualize the Vote

A quick poll of collaborators

to reveal preferences and
opinions
 VISUALIZE THE VOTE

QUICK GUIDE

• Identify the subject of your polling activity.

• Give each reviewer sticky notes as voting tokens.
• Give each reviewer 1 token to cast an overall vote.
• Announce the criteria for voting.
• Have presenters describe each concept.
• Instruct everyone to vote simultaneously.
• Tally the votes.
• Invite discussion of what people voted for and why.
UNDERSTANDING PATTERNS & PRIORITIES

Visualize the Vote

BENEFITS

• Helps you rate and rank preferences

• Reveals thematic patterns
• Diminishes overbearing opinions
• Democratizes decision making
Importance /
Difficulty matrix
UNDERSTANDING PATTERNS & PRIORITIES

Importance/Difficulty Matrix

A quad chart for plotting

items by relative
importance and difficulty
APPLICATION

Importance/Difficult Matrix
• Individually: quick gallery crawl, select the idea that you feel
best aligns to our initial problem statement
• Back within your teams
• Plot items horizontally by relative importance - align
• Plot items vertically by relative difficulty - align
• Listen carefully to every point of deliberation
• (then we will show you a little magic ☺)
 HIGH
Do difficulty 2nd. Remember Relative!
LOW

LOW HIGH

Do importance (impact) 1st. Remember: Relative!

 HIGH
Do difficulty 2nd. Remember: Relative!
LOW

LOW HIGH

Do importance (impact) 1st. Remember Relative!

 HIGH
LOW ROI
STRATEGIC
LUXURY

Difficulty

QUICK WINS
HIGH ROI
LOW HANGING FRUIT
LOW

LOW HIGH
Importance (impact)
 3

HIGH
LOW ROI
STRATEGIC
LUXURY

Difficulty 1

QUICK WINS
HIGH ROI
LOW HANGING FRUIT

1
LOW

LOW HIGH
Importance (impact)
 IMPORTANCE/DIFFICULTY MATRIX

QUICK GUIDE

• Identify a project that requires prioritization.

• Make a poster showing a large quad chart.
• Label horizontal axis Importance (or Impact).
• Label vertical axis Difficulty (or Cost to Execute).
• Form a team, and gather data for discussion.
• Plot items horizontally by relative importance.
• Plot items vertically by relative difficulty.
• Consider the quadrants where items get placed.
• Look for related groupings, and set priorities.
 IMPORTANCE/DIFFICULTY MATRIX

HELPFUL HINTS

• Give each item its own place on the relative scale.

• Listen carefully to every point of deliberation.
• Don’t view this as a scientific Cost/Benefit study.
UNDERSTANDING PATTERNS & PRIORITIES

Importance/Difficulty Matrix

BENEFITS

• Helps you prioritize items quickly

• Facilitates deliberation
• Resolves differing opinions
• Helps your team develop a plan of action
 Design Brief
Design Thinking for Business; design brief

DESIGN BRIEF

Project
Description

Scope

Constraints

Target Users

Exploration
Questions

Expected
outcomes

Success
metrics
Design Thinking for Business; Research Plan
Research Plan
Who or what Where will we find the What questions/issues Number of When will the research Who on the team is
will we study? people or information? will we explore? observations, happen? responsible?
interviews or inputs