How to use human-centered design to solve big problems that led to big business opportunities? What is human-centered design? How can it be applied? How is its process? What are its mindsets? Sources: IDEO + Acument Introduction to HCD

1. #10 Human
Centered
Enterprising
Second Part 2
• Andres Parraguirre
• Enterprise class #10
• 5th December 2019
• Nguyen Sieu
International School,
Hanoi, Vietnam

2. Rotuine

3. Wellness check
👍🏼👌🏼👎
🏼

4. I can’t start my
class until…
1. Sitting in teams
2. Being quiet
3. Clean desks
4. Notebooks out
5. Laptops away
⏱ The clock is ticking ⏱

5. Statement
• 0 tolerance to laziness
• 0 tolerance to plagiarism
• 0 tolerance to excuses
• 0 tolerance to lies
• Follow the instructions
• Ask questions before hand
• Learn by doing
• Be honest & respectful
• Do it with joy
• Period

6. S3 Speak Slow Sign

8. Who’s not in Edmodo yet?

9. Where are the
posters?

10. Standard Class Flow
Duration Time Activity Notes
Class starts on time
2” 00:00 – 00:02 Hello Check in week (end) / energy levels
interesting happenings, etc.
13” 00:02 - 15:00 Mindfulness Practice Matosas technique + Headspace
30” 15:00 - 45:00 Team feedback + coordination Self directive, proactive.
BREAK
Students come back on time
15” 00:00 – 10:00 Inspiration, thinking out of the box
exposure
TED, RSA,
20” 10:00 – 30:00 Enterprise Content Focus Syllabus knowledge + real life application.
10” 30:00 – 40:00 Reflection on class COL journal Method. Done? Felt? Learnt?
5” 40:00 - 45:00 Signing work + feedback time Recognizing work and giving feedback
http://bit.ly/feedbackenterpriseclass

11. Standard Class Flow – Questions ¿?
Duration Time Activity Notes
Class starts on time
2” 00:00 – 00:02 Hello Check in week (end) / energy levels
interesting happenings, etc.
13” 00:02 - 15:00 Mindfulness Practice Matosas technique + Headspace
30” 15:00 - 45:00 Team feedback + coordination Self directive, proactive.
BREAK
Students come back on time
15” 00:00 – 10:00 Inspiration, thinking out of the box
exposure
TED, RSA,
20” 10:00 – 30:00 Enterprise Content Focus Syllabus knowledge + real life application.
10” 30:00 – 40:00 Reflection on class COL journal Method. Done? Felt? Learnt?
5” 40:00 - 45:00 Signing work + feedback time Recognizing work and giving feedback
http://bit.ly/feedbackenterpriseclass

12. SLIDO

13. Mindfulness
Practice
Training the mind 12 mins /
day

14. https://www.youtube.com/watch?v=w6T02g5hnT4

17. What’s the exercise for today?

18. By the end of the week students must have:
1. Understood clearly
1. Who is affected by the problem (client)
2. Who has the problem (owner)
3. What are the root causes of the problem you
choose?
4. Define your customer persona
5. Explore previous solutions

19. Summary
REVIEW

20. What is HCD?
(Human-Centered
Design)?

21. What is HCD?
(Human-Centered
Design)?

22. 2. What can it be
useful for? And
How?

23. 2. What can it be
useful for? And
How?

24. 2. What can it be
useful for? And
How?

25. 3. How is the HCD
process?

26. 3. How is the HCD
process?

27. 3. How is the HCD
process?

28. 3. What are the HCD
Mindsets?

30. Conclussion + enterprise application

33. 3. Continuing going deeper and narrower by asking “why?” “who?”
or “how?” to get to some of the specific
,
underlying causes and
motivations that are encompassed in your problem framing. See if
you can create 5 layersto your tree.
Just likethebranchesof atree,thebranchesthat you will map out in this
activity may end up with some tangles.That is,different symptomsmay
result from the same underlying causes. Try to capture the connections
as best as you can by adding cross-linkages, internal loops, or other
relationships.
If you arestruggling,build individual treesfor your user,need,
and insight,and combine them
If you are struggling, you can build 3 separate trees for your user,
for your need, and then for your insight. For example, start with your
(broad) user at the top of the tree and ask “who?” until you have more
specificoptionsfor your user.Repeat thisfor your need and your insight.
Onceyou have3 treesfor the3 elementsof aproblem framing,combine
all 3 resultsto create a more specificproblemframing.
13
Problemframingtree
Overview
• Assessment how deep / specific
your problem framingis,in the
context of the greater global
challenge that you are addressing
30 minutes
Paper
I nstructions
A well-define d problem framing needs a very specific user, need, and
insight (see ProblemFraming:ProblemFramingTemplatefor atemplate on
writingaproblem framing).
A well-defin
e
d, specific problem framing can be more valuable than a
detailed solution, because a solution developed on a poorly define d or
incorrectly framed problem will ultimately fail. The more specific your
problem framing is,the easier it will be for you to narrow down and test
potential solutionsin future phasesof the Innovation Process.
Your goal is therefore to get as specific
,
or deep, down the problem
framingtree aspossible.
1. Start with your (broad) problem framing (aswritten accordingto the
template specified in Problem Framing: Problem Framing Template).
Write thisat the top of alarge piece of paper.
2. Ask “why?” “who?” or “how?” to go deeper.Write these more specific
answers as branches on your tree, underneath the top level broad
problem framing. Note that you will often have multiple options for
more specific answers, and so you will create multiple branches on
your tree.
Broad problem framing
(or broad user,need,or insight)
WHY?WHO?HOW?
WHY?WHO?HOW?
WHY?WHO?HOW?
More
specific
More
specific
More
specific
More
specific
More specific More specific More specific More specific
More specific More specific
More
specific
More
specific
More
specific
More
specific
ProblemFraming

35. https://www.youtube.com/watch?v=-j-_Y7D35H4

37. Definitions
Rootcause of a problem
• The dictionary defines “root cause”
as the fundamental cause, basis, or
essence of something, or the
source from which something
derives.
Root cause analysis
• Root cause analysis (RCA) is a
systematic process for identifying
“root causes” of problems or
events and an approach for
responding to them. RCA is based
on the basic idea that effective
management requires more than
merely “putting out fires” for
problems that develop, but finding
a way to prevent them.

38. PROBLEM TREE
Main Problem -- >
1.Why?
2. Why?
3.Why?
4.Why?
5.Why?

39. ANSWER
1. Most impactful root cause?
2. Easiest to work on?

42. What do we know
about the problem?
What we know we
DONT KNOW about
the problem
What we don't know
know we know
about the probem

45. Einstein
wisdom in
problem
definition

50. Persona

52. By the end of the week students must have:
1. Understood clearly
1. Who is affected by the problem (client)
2. Who has the problem (owner)
3. What are the root causes of the problem you
choose?
4. Define your customer persona
5. Explore previous solutions

53. What did we learn
today?

54. Reflection time 10”
COL Journal Method
1. What did we do?
2. How did I feel?
(activities)
3. What I learned?
(myself, subject, etc.)
4. What is the
homework?
Reflection time 10”
Detail
Explain

55. Next class
1. Continue going deeper with the problem tree
2. Define
1. Which most impactful area to focus on?
2. Which is the easiest to focus on?

56. Meditation
5 min

57. UPDATED LINK ! http://bit.ly/feedbackenterpriseclass

58. 1300 × 975
Source:PicturefromGoogleimages.

59. Keep learning

60. https://www.umbel.com/blog/services/know-what-you-dont-
know/

61. https://des.wa.gov/services/risk-management/about-risk-
management/enterprise-risk-management/root-cause-analysis

62. Ethnographic Research
• What is ethnographic research?
• Why do we use it for?
• Why interviews are not enough?
• How can we understand deeper the behaviors?
• Why is important to understand the space time / Goals / Emotions and
how the subject interacts with it?
• What is saturation?
• How many interviews is suggested to do?
• What are the 3 things we need to do to make sense of the interviews?
• How can we use it to build better enterprises?
https://www.youtube.com/watch?v=vs8au2G0cb4

63. Credits
• http://img.cdn2.vietnamnet.vn/Images/english/2014/06/26/10/20140626101642-children-vn.jpg
• http://blackbriefcase.co/wp-content/uploads/2018/03/powerful-daily-routine.001.jpeg
• https://previews.123rf.com/images/brezina123/brezina1231609/brezina123160900028/63546394-wall-
illustrating-method-of-problem-definition-in-lean-management-looking-accurate-answers-to-these-.jpg
• http://www.mspguide.org/sites/default/files/images/problem_tree.jpg
• https://i.ytimg.com/vi/-j-_Y7D35H4/maxresdefault.jpg
• https://i.pinimg.com/originals/dc/a2/75/dca2753741873891981ab4bdbd0a9898.png
• https://des.wa.gov/services/risk-management/about-risk-management/enterprise-risk-management/root-
cause-analysis
• https://www.impactbnd.com/hubfs/mindfulness_infographic.png
• https://jlynchblogdotcom.files.wordpress.com/2018/10/where-are-they.jpg
• https://www.mindful.org/10-ways-to-define-mindfulness/
• https://i.pinimg.com/originals/dc/a2/75/dca2753741873891981ab4bdbd0a9898.png
• https://i.pinimg.com/originals/78/c5/a8/78c5a8a56e4b5b62c081b62ebacf50dd.jpg