1. Ignore initial requirements and user stories and keep questioning to understand the underlying problem through questions like "why?"
2. Define the desired outcomes of solving the problem.
3. Step back to look for complementary projects and people that could help resolve any conflicting desired outcomes or perceived constraints. Repeat the process of questioning and learning along the way.
This presentation shares the journey I’ve been on, from trying to shape and influence a user’s path, to creating sandbox environments in which people can play and amaze us!
______
Designers are trained to guide users toward predetermined outcomes, but is there a better use of this persuasive psychology? What happens if we focus less on influencing desired behaviors and focus more on designing ‘sandboxes’: open-ended, generative systems? And how might we go about designing these spaces? It’s still “psychology applied to design”, but in a much more challenging and rewarding way!
In this talk, I’ll share the journey I’ve been on, from trying to shape and influence a user’s path, to creating these sandbox environments. You’ll learn why systems such as Twitter, Pinterest, and Minecraft are so maddeningly addictive, and what principles we can use to create similar experiences. We’ll look at education and the work of Maria Montessori, who wrote extensively about how to create learning environments that encourage exploration and discovery. And we’ll look at game design, considering all the varieties of games, especially those carefully designed to encourage play — a marked contrast with progression games designed to move you through a series of ever-increasing challenges, each converging upon the same solution. Finally, we’ll look at web applications, and I’ll share how this thinking might influence your work, from how you respond to new feature requests to how you design for behavior change in a more mature way.
PDF, audio, and voiceover are now available on designintechreport.wordpress.com
Today’s most beloved technology products and services balance design and engineering in a way that perfectly blends form and function. Businesses started by designers have created billions of dollars of value, are raising billions in capital, and VC firms increasingly see the importance of design. The third annual Design in Tech Report examines how design trends are revolutionizing the entrepreneurial and corporate ecosystems in tech. This report covers related M&A activity, new patterns in creativity × business, and the rise of computational design.
The document discusses service design and experience mapping. It provides an example of an experience map created for Rail Europe to map out a customer's experience in planning, booking, traveling and returning from a rail trip in Europe. The experience map charts the customer's process, touchpoints, feelings and thoughts throughout the different stages. It then identifies opportunities to improve the customer experience and provides recommendations around communicating value, improving the booking and ticket experience, supporting customers through changes, and enabling ongoing planning.
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
Slides from SXSW 2015 session on the intersection of data and design:
http://schedule.sxsw.com/2015/events/event_IAP41090
By Trina Chiasson from https://infoactive.co
This presentation shares the journey I’ve been on, from trying to shape and influence a user’s path, to creating sandbox environments in which people can play and amaze us!
______
Designers are trained to guide users toward predetermined outcomes, but is there a better use of this persuasive psychology? What happens if we focus less on influencing desired behaviors and focus more on designing ‘sandboxes’: open-ended, generative systems? And how might we go about designing these spaces? It’s still “psychology applied to design”, but in a much more challenging and rewarding way!
In this talk, I’ll share the journey I’ve been on, from trying to shape and influence a user’s path, to creating these sandbox environments. You’ll learn why systems such as Twitter, Pinterest, and Minecraft are so maddeningly addictive, and what principles we can use to create similar experiences. We’ll look at education and the work of Maria Montessori, who wrote extensively about how to create learning environments that encourage exploration and discovery. And we’ll look at game design, considering all the varieties of games, especially those carefully designed to encourage play — a marked contrast with progression games designed to move you through a series of ever-increasing challenges, each converging upon the same solution. Finally, we’ll look at web applications, and I’ll share how this thinking might influence your work, from how you respond to new feature requests to how you design for behavior change in a more mature way.
PDF, audio, and voiceover are now available on designintechreport.wordpress.com
Today’s most beloved technology products and services balance design and engineering in a way that perfectly blends form and function. Businesses started by designers have created billions of dollars of value, are raising billions in capital, and VC firms increasingly see the importance of design. The third annual Design in Tech Report examines how design trends are revolutionizing the entrepreneurial and corporate ecosystems in tech. This report covers related M&A activity, new patterns in creativity × business, and the rise of computational design.
The document discusses service design and experience mapping. It provides an example of an experience map created for Rail Europe to map out a customer's experience in planning, booking, traveling and returning from a rail trip in Europe. The experience map charts the customer's process, touchpoints, feelings and thoughts throughout the different stages. It then identifies opportunities to improve the customer experience and provides recommendations around communicating value, improving the booking and ticket experience, supporting customers through changes, and enabling ongoing planning.
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
Slides from SXSW 2015 session on the intersection of data and design:
http://schedule.sxsw.com/2015/events/event_IAP41090
By Trina Chiasson from https://infoactive.co
IDEO workshop for Techstars - we covered Purpose, Research, Empathy and finally Experimentation.
You can see my deck here and download the exercise on my blog here: http://thul.me/14Tp2D8
Communicating and Establishing DesignOps as a New Function (Brennan Hartich a...Rosenfeld Media
Brennan Hartich: "Communicating and Establishing DesignOps as a New Function"
DesignOps Summit 2018 • November 7-8, 2018 • New York, NY
http://www.designopssummit.com
5 Things I Wish I Knew – A Service Design JourneyJamin Hegeman
The document discusses the key lessons learned from the speaker's journey in service design over many years. The five main lessons are: 1) Service design needs to consider the experiences of both customers and employees; 2) There is ambiguity in service design and you won't always know what you're doing; 3) Storytelling is important for conveying service experiences; 4) Ideas are not as important as executing and sustaining ideas over time; 5) Service design requires collaboration between different stakeholders.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
This document discusses design thinking from the perspectives of a graphic designer, business experts, and business school deans. It describes Bruce Mau's "Massive Change Exhibition" and how it framed design as shaping the world. Business advisor Daniel Pink and author argues design thinking relies on right-brain abilities and will be important in the future. Roger Martin, dean of Rotman School of Management, believes design thinking can provide a competitive advantage and business education should incorporate its principles of abductive reasoning.
A UX strategy provides a blueprint for improving the customer experience across platforms and channels by aligning business goals with customer needs. It involves understanding customers through research, analyzing competitors, brainstorming ideas, and creating prototypes. The strategy directs employees and managers, guides designers and developers, and sets a standard for user experience. Ultimately, a UX strategy gives businesses a competitive edge by focusing design efforts on meeting customer needs.
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
Presented at Design Thinking Meetup (Warsaw). Ideation process in service design - is a moment when we diverge and converge. What techniques to use in ideations? What are tools and how should you prepare facilitation. Methods of great ideation workshop. Inspired by life, cases, Socjomania workshops and Design Thinkers Academy certificate.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
What can we expect to happen to services and design in the next 10 years? In this presentation, our head of Insight, Marzia Arico, explores four drivers of change that will significantly impact services and design in the future. #SDGC17
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
"The problem is we don't understand the problem": Problem Framing as a tool t...Rupert Platz
Held April 30th at "Design to Align", DMI / Intersection15 conference for Strategic Enterprise Design, Berlin http://2015.intersectionconf.com
The purpose of design is to solve problems. Its added value is not only derived from shaping good solutions: it is equally about getting the problem right in the first place.
Often enough in practice though, gaining an accurate, shared understanding of a design problem is neglected in favour of intense involvement with potential solutions. Which can lead to situations later in the process where it turns out everyone involved has a completely different set of unspoken assumptions on the underlying issue, or you may even discover you've developing the perfect response to the wrong question.
In his talk, Rupert will outline the benefits of (re-) framing problems as a universal design technique and share practical tips for shaping precise and actionable problem statements.
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
Design Thinking 101 - An Introduction to Design Thinking for DevelopersBill Bulman
This document provides an overview of design thinking. It defines design thinking as a human-centered approach to innovation that draws from design methods to meet user needs, technological possibilities, and business requirements. The document outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. It compares traditional waterfall and agile development processes to an agile process integrated with design thinking. The document promotes adopting behaviors like collaboration, embracing ambiguity, and learning from failure when using design thinking.
The question of how Service Design is different from other disciplines is the wrong way to look at the discipline. In this talk I highlight the core flexibilities required to practice Service Design and how service design extends the work of other practices like UX, CX, IxD, Content Strategy, and more.
When it comes to customer centric innovation and digital transformation processes, design tools and methodologies provide a solid framework for organisations to understand the user behaviors and develop relevant solutions.
Nevertheless, designing services or experiences is not simply a matter of conducting contextual interviews, building journey maps and leveraging user needs to drive all the decisions from ideation to implementation. In a moment in which human beings are finally the center of attention of companies and professionals across all industries, the quality of research insights and design outcomes is often surprisingly flat, raising concerns around the value and relevance of what we do.
Design tools are indeed useless without a radical shift in perspective: less interviews with users and more conversations with human beings; dedicate time and space to embrace nuances and complexity instead of only scratching the surface of problems to move faster; transition from designing for users to designing with users, becoming ourselves enabling tools for people to shape meaningful solutions.
The Understanding Group's cofounders spoke on the following at IA Summit 2013
Are you struggling to carve out a place for information architecture in the world of acronym soup? In this talk, longtime IA Dan Klyn and his business partner Bob Royce explore the pros and cons of bucking the trend of “all encompassing UX” to focus our practice on IA.
Through stories and case studies we’ll explore:
-How the lens of IA helps us solve problems beyond UX and collaborate readily with other non-UX disciplines.
-Our experience delivering services both directly to clients and through agencies.
-How we explain IA to people outside our industry and work to justify a larger investment in IA.
-How we go beyond information retrieval and navigation to include the concepts of meaning and place-making in our work.
Since all of the above was accomplished through much trial and error, there will also be plenty of discussion about the failures we’ve encountered along the way.
Designing for Failure - presentation at IA Summit 2013Annie Drynan
This document discusses using negative personas and failed user journeys to design better websites. It argues that while primary personas are important, designers should also consider negative personas that represent users who may be disappointed by the site. Examining what negative personas want to do and highlighting where they encounter failures can help reduce complaints. The document provides examples of how some sites acknowledge limitations and disappointments to manage user expectations. It concludes that knowing both primary and potential negative personas allows designers to avoid annoying unexpected users and design for more successful experiences.
IDEO workshop for Techstars - we covered Purpose, Research, Empathy and finally Experimentation.
You can see my deck here and download the exercise on my blog here: http://thul.me/14Tp2D8
Communicating and Establishing DesignOps as a New Function (Brennan Hartich a...Rosenfeld Media
Brennan Hartich: "Communicating and Establishing DesignOps as a New Function"
DesignOps Summit 2018 • November 7-8, 2018 • New York, NY
http://www.designopssummit.com
5 Things I Wish I Knew – A Service Design JourneyJamin Hegeman
The document discusses the key lessons learned from the speaker's journey in service design over many years. The five main lessons are: 1) Service design needs to consider the experiences of both customers and employees; 2) There is ambiguity in service design and you won't always know what you're doing; 3) Storytelling is important for conveying service experiences; 4) Ideas are not as important as executing and sustaining ideas over time; 5) Service design requires collaboration between different stakeholders.
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
This document discusses design thinking from the perspectives of a graphic designer, business experts, and business school deans. It describes Bruce Mau's "Massive Change Exhibition" and how it framed design as shaping the world. Business advisor Daniel Pink and author argues design thinking relies on right-brain abilities and will be important in the future. Roger Martin, dean of Rotman School of Management, believes design thinking can provide a competitive advantage and business education should incorporate its principles of abductive reasoning.
A UX strategy provides a blueprint for improving the customer experience across platforms and channels by aligning business goals with customer needs. It involves understanding customers through research, analyzing competitors, brainstorming ideas, and creating prototypes. The strategy directs employees and managers, guides designers and developers, and sets a standard for user experience. Ultimately, a UX strategy gives businesses a competitive edge by focusing design efforts on meeting customer needs.
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
Presented at Design Thinking Meetup (Warsaw). Ideation process in service design - is a moment when we diverge and converge. What techniques to use in ideations? What are tools and how should you prepare facilitation. Methods of great ideation workshop. Inspired by life, cases, Socjomania workshops and Design Thinkers Academy certificate.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
What can we expect to happen to services and design in the next 10 years? In this presentation, our head of Insight, Marzia Arico, explores four drivers of change that will significantly impact services and design in the future. #SDGC17
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
"The problem is we don't understand the problem": Problem Framing as a tool t...Rupert Platz
Held April 30th at "Design to Align", DMI / Intersection15 conference for Strategic Enterprise Design, Berlin http://2015.intersectionconf.com
The purpose of design is to solve problems. Its added value is not only derived from shaping good solutions: it is equally about getting the problem right in the first place.
Often enough in practice though, gaining an accurate, shared understanding of a design problem is neglected in favour of intense involvement with potential solutions. Which can lead to situations later in the process where it turns out everyone involved has a completely different set of unspoken assumptions on the underlying issue, or you may even discover you've developing the perfect response to the wrong question.
In his talk, Rupert will outline the benefits of (re-) framing problems as a universal design technique and share practical tips for shaping precise and actionable problem statements.
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
Design Thinking 101 - An Introduction to Design Thinking for DevelopersBill Bulman
This document provides an overview of design thinking. It defines design thinking as a human-centered approach to innovation that draws from design methods to meet user needs, technological possibilities, and business requirements. The document outlines the key stages of design thinking: empathize, define, ideate, prototype, and test. It compares traditional waterfall and agile development processes to an agile process integrated with design thinking. The document promotes adopting behaviors like collaboration, embracing ambiguity, and learning from failure when using design thinking.
The question of how Service Design is different from other disciplines is the wrong way to look at the discipline. In this talk I highlight the core flexibilities required to practice Service Design and how service design extends the work of other practices like UX, CX, IxD, Content Strategy, and more.
When it comes to customer centric innovation and digital transformation processes, design tools and methodologies provide a solid framework for organisations to understand the user behaviors and develop relevant solutions.
Nevertheless, designing services or experiences is not simply a matter of conducting contextual interviews, building journey maps and leveraging user needs to drive all the decisions from ideation to implementation. In a moment in which human beings are finally the center of attention of companies and professionals across all industries, the quality of research insights and design outcomes is often surprisingly flat, raising concerns around the value and relevance of what we do.
Design tools are indeed useless without a radical shift in perspective: less interviews with users and more conversations with human beings; dedicate time and space to embrace nuances and complexity instead of only scratching the surface of problems to move faster; transition from designing for users to designing with users, becoming ourselves enabling tools for people to shape meaningful solutions.
The Understanding Group's cofounders spoke on the following at IA Summit 2013
Are you struggling to carve out a place for information architecture in the world of acronym soup? In this talk, longtime IA Dan Klyn and his business partner Bob Royce explore the pros and cons of bucking the trend of “all encompassing UX” to focus our practice on IA.
Through stories and case studies we’ll explore:
-How the lens of IA helps us solve problems beyond UX and collaborate readily with other non-UX disciplines.
-Our experience delivering services both directly to clients and through agencies.
-How we explain IA to people outside our industry and work to justify a larger investment in IA.
-How we go beyond information retrieval and navigation to include the concepts of meaning and place-making in our work.
Since all of the above was accomplished through much trial and error, there will also be plenty of discussion about the failures we’ve encountered along the way.
Designing for Failure - presentation at IA Summit 2013Annie Drynan
This document discusses using negative personas and failed user journeys to design better websites. It argues that while primary personas are important, designers should also consider negative personas that represent users who may be disappointed by the site. Examining what negative personas want to do and highlighting where they encounter failures can help reduce complaints. The document provides examples of how some sites acknowledge limitations and disappointments to manage user expectations. It concludes that knowing both primary and potential negative personas allows designers to avoid annoying unexpected users and design for more successful experiences.
Strategy & Structure - Doing It Right, And How You'd KnowDan Klyn
This document outlines four steps toward developing a good information architecture structure:
1. Map intentions and service priorities to structure the information.
2. Control how information takes on meaning across contexts.
3. Use simple models to represent relationships between information.
4. Develop a vocabulary to describe structural relationships explicitly and implicitly.
The Force Behind Star Wars: Turning Design Ideas into RealityStephen Anderson
You’ve got an idea. Maybe it’s a new idea for a web application. Maybe it’s a new product idea you need to push through your organization. The question is: How do you turn an idea into reality?
To answer this question, we’ll look at the making of Star Wars. We’ll look behind the scenes at what it took to get George Lucas’s space fantasy from script to screen. From assembling the right team to navigating the Hollywood corporate studio environment to tapping into powerful universal patterns—this presentation suggests more than a dozen lessons UX designers (and developers!) can all learn from this adventure.
1. Information architecture is becoming increasingly important as businesses transition fully to the digital space.
2. User-centered design principles should be at the core of how information architecture and interaction design are approached to ensure solutions meet user needs.
3. The motivations, needs, and experiences of users must be understood through techniques like cognitive empathy in order to create compassionate and effective digital solutions.
Designing a Successful Eye-Tracking Study UPA 2008Andrew Schall
The document discusses how to design a successful eye tracking usability study. It covers topics such as planning study objectives and tasks, designing the test, recruiting participants, conducting the study session with techniques like think-aloud, and analyzing the large amount of raw eye tracking data collected. The key aspects emphasized are having clear study goals, piloting the test procedures, focusing analysis, and obtaining enough participants for statistically significant and reliable results.
Presence, identity, and attention in social web architectureChristian Crumlish
Slides from a panel of the same name at the IA Summit 2008 in Miami Florida. Other panelists were Gene Smith, Christina Wodtke, Andrew Hinton, and Andrew Crow
The document discusses embracing ambiguity and uncertainty in projects. It advocates starting projects without predefined methodologies and leaving room for changing directions based on new discoveries. While clients prefer defined expectations and ROI, the document recommends being honest about ambiguity, communicating often, and committing to the work rather than deliverables. Embracing ambiguity can lead to better outcomes than rigidly sticking to early decisions.
So You Think You Can Moderate? Techniques to Enhance Your Moderating SkillsAndrew Schall
This document provides techniques for moderating user research sessions. It discusses the spectrum of moderator personalities from robotic to animated. The key attributes of a good moderator are being friendly, flexible, open-minded, objective, curious and able to deal with ambiguity. Good moderators observe participants quietly, keep participants at ease by remembering they may feel nervous or want to please the moderator, and ask open-ended questions to obtain useful feedback without introducing bias. The document also provides tips for how to handle different participant types and situations that may arise during a session.
An Eye Towards User Engagement, EyeTrackUX WestAndrew Schall
This document summarizes a presentation on using eye tracking to evaluate elements of user engagement and persuasion in UX design. It discusses how eye tracking can measure what catches users' attention, how long they look at things, and what they do after looking. Both task-focused and exploration-focused eye tracking studies are described. The document advocates analyzing eye tracking data in the proper user and task context, and in conjunction with other usability data sources like task performance, clicks, verbal reports, and physiological sensors. Examples are given of how eye tracking revealed the persuasive impact of an image in increasing clicks. It stresses planning how eye tracking data will be used and focusing on specific design attributes' effectiveness.
The Architecture of Understanding (World IA Day Chicago Keynote)Stephen Anderson
Keynote for World IA Day, answering the question "When, Where and How does Understanding occur?" Specifically, this talk discussed (1) interactions (and embodiement) (2) how new technology is changing the "information environments" we design for, and (3) a bit about perceptions and cognition.
What Board Games can Teach Us about Designing ExperiencesStephen Anderson
There’s a reason so many board gamers show up UX events. The same skills that make us great information wranglers are the same things that make board games like Catan, Pandemic and yes, even Exploding Kittens so appealing! It should come as no surprise that we’ve seen prominent UX leaders cross over into board game design (Matt Leacock, Dirk Knemeyer).
If we scratch beneath the surface, there’s a set of shared skills (and struggles) common to these different professions. Specifically: the spatial arrangement of information, visual encoding of information, creating designed spaces, a systems view, playtesting / user testing, competing tensions, triggering emotional responses, and many more.
Okay, so what? Sure, it’s kind of neat that we have so much in common. But how might this change what I do at $largecompany? Here’s the honest truth: The game design profession is just a little bit farther down the road than us, and we have a lot to learn from this group if we can look past the superficial differences. We talk about designing for emotions, but let’s face it, game designers are actually winning at this. Processes? We talk about lean and agile, but game designers have mastered playtesting (and the design to playtest ratio should make us embarrassed at how little we actually iterate with users). And there’s plenty more. I’m confident that if we can look our our own profession through the lens of game design, we’ll see plenty of glaring opportunities for improvement, and a few tricks we might pick up, as well.
This document provides an overview of critical thinking skills for UX designers. It discusses how critical thinking is not about tools but the thinking process that leads to tools. It encourages writing an "obituary" for your ideas to test their viability. It explores concepts like the limbic system in the brain and different thinking shapes like 'Z' thinkers who reframe problems. It advocates understanding context, current problems, and desired outcomes. It presents design thinking activities like role playing a browser, seeing through different perspectives, and using classical invention techniques. The overall message is that critical thinking opens up new opportunities by solving problems in novel ways.
The document discusses "Z-shaped thinkers" and their approach to challenges. Z-shaped thinkers challenge assumptions, reframe problems, explore multiple perspectives, and synthesize information to envision new opportunities. They approach problems in different ways compared to traditional linear thinkers. The document provides examples of how z-shaped thinkers might reframe design problems from focusing solely on form and function to exploring user needs and experiences.
The postcard presents the title of a design project, briefly describes the problem it aims to solve, and includes a visual clue about the project through a picture or image. Students will share their postcards on the course blog to introduce their early project ideas and get feedback before moving forward with further planning and development.
The document discusses common assumptions about design workflows and processes. It argues that design workflows are not like clocks with fixed processes, but rather are emergent systems. It promotes establishing working agreements, clear purposes and roles, user involvement, and stakeholder engagement to support flexible, emergent design workflows.
This document provides an overview of 5 key design trends that will influence the future according to David Report. It begins with an introduction and foreword on the importance of design. It then interviews Faith Popcorn on how the recession may impact design and consumer attitudes. Popcorn predicts that people will simplify their lives and focus more on home life. The document discusses how companies can strategically work with design to meet consumer needs. It emphasizes the importance of differentiating products and having visionary leadership. It also addresses some critiques of design moving away from problem solving. In summary, the document analyzes how design and consumer trends may evolve in response to the current economic climate.
This document discusses 5 key design trends that will impact the future. It begins with an introduction by David Carlson about his work bringing trend insights and design thinking to clients. It then discusses why design is important for both companies and consumers. For companies, design can visualize strategy and build brands, while consumers see design as connected to lifestyle and culture. The document advocates breaking rules and thinking outside the box to create truly unique and innovative design. It stresses the importance of understanding human needs and perspectives in design. Later, it will present 5 key design trends that could shape the future.
This document introduces design thinking as a process that can help educators address challenges in new ways. It discusses the five phases of the design process - discovery, interpretation, ideation, experimentation, and evolution - which help move from identifying a problem to developing a solution. The process combines concrete problem solving with more abstract thinking, using techniques like observation, brainstorming, prototyping, and getting feedback from others. It is presented as a structured approach that applies skills educators already use in a new context to generate innovative ideas.
We are going full bore on LeanUX at PayPal. This presentation just captures a lot of cautions for our teams. These anti-patterns call out bad behaviors or situations that can become bad which will stifle collaboration.
This document provides an introduction to incremental design. It discusses different types of design such as industrial design, graphic design, and interaction design. It explores defining design and discusses its boundaries. Design is metaphorically described as having a heart (applied arts), body (rational processes), and mind (thinking methods). The document also examines components of good design like the design process, users, and experts. It outlines categories of design and shows models of design thinking and design management.
This document introduces design thinking as a process that can help educators address everyday challenges in schools. It describes design thinking as a structured yet experimental approach that gives educators confidence to develop new, better solutions. The design process involves generating and evolving ideas through phases that integrate tangible problem-solving and abstract thinking. It is a human-centered approach that relies on interpretation and developing ideas that are meaningful to those being designed for.
The document outlines Karen McGrane's presentation on how to do content strategy. It discusses some common problems with content like having insufficient, inadequate, or inappropriate content despite investing in design and infrastructure. It emphasizes that content strategy deserves its own process and covers topics like defining business objectives, users needs, content structure, and governance. The presentation provides an overview of the key aspects of developing an effective content strategy.
The document provides an overview of foundational concepts in spatial design. It discusses that spatial design involves creating objects, arranging them, and defining spaces. The presentation covers three topics: [1] the foundation of design thinking, [2] design as a goal-seeking process, and [3] basic design techniques. It emphasizes that spatial composition must be conceived in 3D rather than just 2D. A simple design method is outlined that involves understanding the purpose and site context, selecting objects, establishing a hierarchy, finding a unifying theme, and generating options. Principles of spatial design discussed include the importance of a focal point and creating meaningful and attractive spaces.
The document summarizes a presentation by Timothy Chan on the changing roles of designers from designers to designpreneurs. The presentation discusses how design thinking is shifting designer's roles from a focus on aesthetics to problem solving. It also explores how designers need to take a whole brain approach, utilizing both analytical and creative skills, to become designpreneurs that can manage brands and businesses. The presentation aims to nurture future designpreneurs by teaching multi-disciplinary, dimensional and functional skills.
Emperor quick thought on the business of design sep2012Mot Juste
The document provides 10 thoughts on optimizing design to achieve business objectives such as differentiation, effective communication, and engagement. It emphasizes the importance of understanding audiences, aligning design with brands, selecting the right channels, and having a plan with clear calls to action and feedback mechanisms. Design is seen as fundamental to effective communication and achieving impact and action, but the challenge is balancing strategic and tactical considerations to deliver results for businesses.
6 to 106 in 4 years - The story of the Atlassian Design teamAlastair Simpson
4 years ago Atlassian had 6 designers. Fast forward to today and the design team numbers 106. Building and managing a design team of this size is one thing, integrating it successfully into a traditionally engineering led organisation is another. Alastair Simpson (Head of Design — Confluence) will share how Atlassian has successfully embraced design as a first class discipline and is changing from being an engineering, to an experience led company. At the end of the session, you’ll be armed with a basic playbook for how to manage your team of designers to affect meaningful change within any organisation. Come for the practical tips about how to grow and manage design as you scale, and hear some of the road bumps along the way as we grew from 6 to 106 designers in just 4 years.
For all the attention given to design and UX in recent years, here’s the truth: Most companies are not set up to truly deliver an experience. Consider the rich, nuanced experiences we’ve come to expect from more mature mediums like film or game design. These experiences makes us feel, in deep and profound ways. But pulling this off requires a constant orchestration of things at the systems-level and a laser focus on incredibly fine emotional details. And speaking frankly, things like “feelings” “experiences” and “emotions” — these are intangible things. Businesses are trained to prioritize, quantify, and measure tangible things, that promise a clear payoff. We pit belief–about what will create a great customer experience— against data. Is there a reconciliation between these two mindsets?
In this session on design leadership, speaker Stephen P. Anderson will share his experiences, both as a consultant and as part of an executive team, trying to balance the needs of the business with needs of the customer. He’ll share a model — adapted from game design — that offers to balance theses kinds of “art and science” issues, promising to bring together cross-functional teams and reconcile competing interests. Taking cues from game design, this new model will give you a constructive way to think about everything from designing for emotional needs to tracking key metrics to discerning between “little e” experiences and the “Big E” experience. Walk away with a framework you can use to balance what’s right for the business with what’s right for the customer.
Place in Space (AKA "How to Design A Concept Model")Stephen Anderson
The document summarizes Stephen Anderson's presentation at IA Summit 2016 on creating concept models. It discusses playing a numbers game to add up to 15 as an example of a simple concept model. It then presents magic squares as a more complex concept model and compares it to tic-tac-toe. The document lists various models used to reveal patterns and concepts. It notes that while visual models are useful, the ones provided may not always fit the problem well and few know how to create new visual models. However, it suggests that all visual models are built upon common visual elements that can be used to make sense of complex ideas.
For all of the hype around “user experience” it often feels like we struggle with what it means to actually craft an experience. We build and ship products that are perfectly fine. We make things that are usable, attractive, responsive, reliable and whatever else has come to be expected. And yet, there’s something missing. Something intangible. It’s not obvious what’s missing, until we contrast our own work against other mediums more established than our own: Film. Game design. Storytelling. Advertising… These mediums know how to make us feel, in deep and profound ways. So how do we do the same? Are there processes we can change, or things we can do to create memorable and meaningful experiences? And who has reached this level of emotional engagement? In this session, Stephen P. Anderson will explore the subtle, but critical ways we can level up our work, bringing a depth and richness to the experiences we shape.
The document discusses how Medium prioritized quality in its design and launch. It summarizes how Medium:
1) Designed the interface and user experience to invite high-quality content by making writing and publishing feel polished and professional.
2) Launched with established authors who set a high bar for content quality, and hired an editor to curate content.
3) Focused extensively on typographic details, layout, and promoting substantive comments to differentiate the experience from other publishing platforms and compete with print.
The document discusses Walt Disney's early experiments with animation techniques from the 1920s to 1940s. It notes that Disney borrowed a stop motion camera from his boss in the early 1920s to create hand-drawn animated films called "Laugh-O-Grams". In 1928, Disney experimented with synchronizing audio with film animation. From 1929-1939, more than 75 "Silly Symphonies" were created to further explore advances in sound, color, and animation. The Walt Disney Studios was also the first to experiment with technicolor in 1932 for the animated short "Flowers and Trees".
Euro IA Closing Plenary - What I'm Curious About…Stephen Anderson
What are you curious about? What do you want to know more about by this time next year?
Here's my answer to that question (c. 2012) and why I believe Curiosity is core to everything we do as a profession.
Quest for Emotional Engagement: Information Visualization (v1.5)Stephen Anderson
The document discusses challenges with making sense of complex information and proposes better ways to visualize data relationships. It argues that common formats like lists, spreadsheets and grids often fail to help users understand relationships. Better approaches show how data is connected over time or through other attributes. The document also notes that "data" can include more than just numbers, and advocates displaying different data types together in contextualized views to aid comprehension.
For all our accumulated information there's a clear absence of understanding. Are sensemaking tools the next big thing?
(Keynote give at Big Design 12: http://bigdesignevents.com/sessions/to-boldly-go-from-information-to-understanding )
What's Your Perception Strategy? (Why It's NOT All About Content)Stephen Anderson
If we focus too much on content, we ignore what we know about how our associative brain comes to makes sense new information. Think about how many people respond before reading past the first sentence of an email, or how a magazine article doesn't get the same reaction when displayed in HTML. Or consider how knowing the author of a publication influences your judgement of that content.
Picking up from the session Stephen P. Anderson gave last year on "The Stories We Construct" (a biological look at the narratives that influence behavior), this session focuses on how we come to perceive—and respond to— information. From phantom limbs to magicians fooling our senses, Stephen proposes a model that makes sense of how we truly experience information. Practical? You'll leave with a deep understanding of everything UX is about and an awareness of common practices that don't account for this knowledge.
This document discusses viewing one's career or work as a game to be played. It suggests adopting a playful mindset and explores concepts like player types, goals, and choosing how to play the game. The document provides tips on developing curiosity, self-awareness, critical thinking skills, and autonomy to help one approach their career in a more engaged and self-directed manner. Overall, it promotes finding joy and passion in one's work to make the job feel more like a fun game being played.
How are stories constructed? // The things we buy, the decisions we make, how we spend our time— stories govern all these actions. But how are these stories constructed? Specifically, what have we learned about how our brains make sense of and integrate new information?
Long after the Thrill: Sustaining Passionate Users (SxSW Version)Stephen Anderson
This document discusses how to sustain passionate users over the long term by adding elements of gameplay to otherwise mundane activities. It suggests motivating consumer behavior through game mechanics like points, levels, badges etc. and maintaining user engagement through continual novel and delightful challenges that allow users to extend and exercise their capacities. The document also provides examples of how different attitudes and approaches can make the same content more interesting and fun for users.
Long After the Thrill: Sustaining Passionate UsersStephen Anderson
The document discusses how to sustain passionate users through challenges and continual updates. It notes that delight does not last, and that sustaining users long-term requires more than just delightful experiences. Some factors that motivate people to stick with web apps and services for many years include continual improvements, reliability, ease of use, functionality, and social aspects like friends using the same service. The document also discusses game mechanics and gamification, noting they can add fun layers but are an oversimplification of game design.
The document discusses how making minor user interface changes can have a big impact, such as breaking requests into simple steps, minimizing choices, and looking for "micromoments" to influence user behavior. It provides examples of how small nudges like default settings, social proof, and personalization increased user engagement and conversions. The presentation emphasizes examining subtle moments in a user's experience to subtly guide their actions.
This document discusses using game mechanics and feedback loops to motivate desired behaviors related to email habits and responses. It outlines a 9 step process:
1. Identify specific business goals and behaviors to encourage.
2. Translate behaviors into quantifiable data that can be tracked.
3. Attach points to tracked behaviors.
4. Translate points into a periodic score and other useful information.
5. Display the score in an engaging way.
6. Create rules to translate data into helpful feedback.
7. Set challenges and rewards.
8. Add social elements for comparison to others.
9. Make the experience fun and interesting overall.
The overall aim is to use principles from game design
How do you extend a product vision statement such that it remains aspirational but is specific enough to clarify intention and make difficult decisions easy? Enter "Design Tenets"
The document discusses strategies for increasing user engagement and retention through seductive design. It provides examples of how music application iLike used feedback loops, challenges, and social proof to increase user interaction. It also discusses how delivering unexpected value like games helped motivate continued use. The document advocates designing for human psychology by leveraging curiosity, control, and novelty to remove friction and increase motivation for using a product or service.
To be good user experience folks, we need to crack open some psych 101 textbooks, learn what motivates people and then bake these ideas into our designs.
Sorting Things Out: An Introduction to Card SortingStephen Anderson
Card sorting is a user-centered design method to help organize a website's content in a way that matches how users think. It involves having participants sort cards with content or functions into logical groups. This provides insights into how users mentally organize information and suggests an overall website structure and navigation. Key aspects include selecting representative content for the cards, choosing participants, and determining whether an open or closed sort is most appropriate based on the goal of validating an existing structure or discovering a new one. The results should be taken as input rather than defining the final structure, and conversations during sorting provide more valuable insights than numerical groupings alone.
What do rock bands have to do with management? Groups and organizations, just like musicians, don’t all work and behave in the same way. In this presentation, I to the music industry to describe four organizational archetypes—each with a different set of values and way of working. By understanding each of these work cultures, the culture you work in, and the work style that best fits you personally, we can make sense of the conflicts we face at work and become more effective at our job, whether we’re employees, managers or—rock stars!
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
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1. The title of this presentation is
Stop Doing
What You’re Told!
which, if you think about it for too long, is a rather
odd and difficult imperative statement, as complying
with this command would also place you in
violation of this command…
This presentation has been lovingly crafted by
S T E P H E N P. A N D E R S O N and will begin in
a few moments. Tweeting? Please use #whywhy
and/or #ias13 hashtag. Comments and questions
may alse be directed to @stephenanderson. Enjoy!
5. A C T I V I T Y
You have 2 minutes.
Design a vase.
(example from Marc Rettig)
6. A C T I V I T Y
You have 2 minutes.
Design a vase.
Design a better way
for people to enjoy
flowers in their home.
(example from Marc Rettig)
7. “ Always the beautiful answer who
asks a more beautiful question.”
–E.E. CUMMINGS
8. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )
9. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )
10. What I’m not talking about
(though relevant and important!) Frames, Metaphors,
Language (a la Lakoff),
Linguistic Relativity
Cynefin Framework
Tame, Complex,
Wicked and Super-
Wicked Problems
Systems
Chaotic, Complex, Complex and Thinking
Simple Problems
Known vs Unknown Problems
4 Types of Problem Adjacent
According to Drucker, there’s four types of problems:
Problems
1. Truly Generic (individual occurrence is a symptom;
Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution
3. Truly exceptional, truly unique
4. Early manifestation of a new generic problem
11. What I’m not talking about
(though relevant and important!) Frames, Metaphors,
Language (a la Lakoff),
Linguistic Relativity
Cynefin Framework
Tame, Complex,
Wicked and Super-
Wicked Problems
Systems
Chaotic, Complex, Complex and Thinking
Simple Problems
Known vs Unknown Problems
4 Types of Problem Adjacent
According to Drucker, there’s four types of problems:
Problems
1. Truly Generic (individual occurrence is a symptom;
Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution
3. Truly exceptional, truly unique
4. Early manifestation of a new generic problem
Unicorns!
14. Build a tricycle (SILLY REQUEST)
with wings!
*
B
What color
do you
want it?
15. Build a tricycle (SILLY REQUEST)
with wings!
*
B
B
What color
do you
want it?
We can try
out some
HTML5-coated
titanium!
16. Build a tricycle (SILLY REQUEST)
with wings!
*
B b
We can try Stop.
out some Why is this
HTML5-coated valuable? And
titanium! for whom?
B
What color
do you
want it?
17. Build a tricycle (SILLY REQUEST)
with wings!
*
B b
We can try Stop.
out some Why is this
HTML5-coated valuable? And
titanium! for whom?
B
What color
do you
want it?
20. write some case
studies to show
how our customers We need a health
love us! game to help employees
meet wellness goals
Is this the real problem, or are we…
“Anchoring”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions
21. Product or Task Focused Experience Focused.
Design a vase. Design a better way
for people to enjoy
flowers in their home.
22. Product or Task Focused Experience Focused.
Design a better search Design a better way to learn
engine results page. about [topic]
24. Product or Task Focused Experience Focused.
Calculator Calcbot Soulver
25. If we’re thinking of [designing] a lunchbox we’d
be rea&y careful about not having the word “box”
already give you a bunch of ideas that could be
quite narrow. Because you think of a box as being
square and like a cube. And so we’re quite careful
with the words we use, because those can
determine the path you go down.
— S I R J O N AT H A N I V E O N “ B L U E P E T E R ”
26. We need a new Drupal
CMS to make it easier for
our team to edit pages.
Our company needs a
Sharepoint installation.
Is this the real problem, or are we…
“Solutioneering”
Framing the problem in terms of a technology purchase
when the issues may not be technical
27. We need our new site
to be able to do this,
this and this.
Is this the real problem, or are we…
“Wishlisting”
Framing a problem as a set of desired features
28.
29. We're going to be
the iTunes of health This will be the
insurance! Angry Birds of online
shopping!
Is this the real problem, or are we…
Y “Buzzwording”
Likening the solution to some other popular product or
service
30. Friendster + Tribe
A tool for students to log into
+ Craigslist
the computer lab, but also a way
for teachers to sift through
student data
YouTube meets
Craigslist
Is this the real problem, or are we…
“Frankensteining”
Framing the problem as a blend of things (that may or
may not mix)
31.
32.
33. iTunes
+ iPhoto
+ YouTube
+ Facebook
+ Cloud Storage
Is this the real problem, or are we…
“Boiling the Ocean”
Framing the problem as a HUGE blend of things that
are most certainly not acheivable out of the gate!
Eva-Lotta Lamm drew this!
34. We need more customer
support folks to answer all
these incoming calls.
Is this the real problem, or are we…
“Treating a Symptom”
Reacting to urgent problems rather than seeking the
reason for that problem
35. We need more customer
support folks to answer all
these incoming calls. Why are you
gettting so many calls?
How can we improve the
product to reduce the
Is this the real problem, or are we…
number of incoming
“Treating a Symptom” calls?
Reacting to urgent problems rather than seeking the
reason for that problem
36. Our customers don’t
know how to use [x].
Let’s give them more
training... or add more
instructional text.
Or maybe a ‘tooltip’ to
explain what to do.
40. The problem of getting a kid to learn to ride a bike… Two solutions:
training wheels pushbike
The engineer looks at the problem and says "Oh, Timmy falls down. The designer looks at the problem and says: "What if Timmy keeps
We can fix that:" falling down because he isn't learning to balance, in turn because
we're giving him too many things to learn at once? What if we take
something away?"
http://doriantaylor.com/teaching-timmy-to-ride
41. We must fix this now! I’ve got
several customers complaing
about our new changes
Is this the real problem, or are we…
“Amplifying the Feedback”
Allowing the complaints (or praise) of a few people to
drive decisions, even when statistically invalid
42. We’ve tried that
Our technology doesn't before
allow us to do that The Senior VP will
never go for that
Is this the real problem, or are we…
“Hamstringing”
Artificially constraining the problem with assumptions
(usually tech, user or political)
43. We’ve tried that
Our technology doesn't before
allow us to do that The Senior VP will
never go for that
“John selects a nearby fishing
spots on the map”
“John needs a way to discoor r a we…
Is this the real problem, ve are
great new fishing spot”
“Hamstringing”
Artificially constraining the problem with assumptions
(usually tech, user or political)
44. We need a
Facebook page!
We need a blog
Is this the real problem, or are we…
“Bandwagoning”
Framing the problem as something important to do
because everyone else it doing that thing
45. Book a hotel
Is this the real problem, or are we…
“Narrowing the problem”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions
46. Book a hotel User needs to compare pr
icing.
which sellers will give me
the products I want with
the
best contract offer?
Is this the real problem, or are we…
“Narrowing the problem”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions
47. We need a new
homepage to promote
our featured deals. Users will complete brief
conversation surveys that will
help us measure program impact
Is this the real problem, or are we…
“Pacifying [insert name]”
Problem is framed entirely in terms of one group's
priorities (typically the business)
48. User will book a
hotel w/ Expedia People will educate their
families, friends about our
life saving product
Is this the real problem, or are we…
“Being Presumptuous”
Presuming users will do some implausible activity.
49. Is this the real problem, or are we…
“Overlooking the Obvious”
Problem as presented is missing a vital piece of
information or based on a flawed assumption
59. [Insert whatever you like -
the HiPPO* asked for it…]
Is this the real problem, or are we…
“Ego Stroking”
Problem exists because it's important to the HiPPO
*Highest Paid Person’s Opinion
60. Like AirBNB, but with
this missing feature
Is this the real problem, or are we…
“Flavoring”
Framing the problem as an existing product + “missing”
features.
*credit goes to Matthew Milan for this one!
61. "Don't spend too
much time on this"
M.V.P.*
Is this the real problem, or are we…
“Satisficing”
Aims for a "good enough" solution that avoids the risk
and costs associated with identifying and responding to
the root problem
*as practiced!
62. Just copy Amazon
Is this the real problem, or are we…
“Following the Leader”
Framing the problem as having been already been
solved by someone else
63. We're building THE
Community for parents of ALREADY EXISTS!
Type I diabetics
Is this the real problem, or are we…
“Supsending Reality”
Believing the problem has not been solved already.
64. This UI looks great while we
only have a few options, but we’ll
have hundreds in a few years!
We need to design for both…
Is this the real problem, or are we…
“Future Proofing”
Solving for a problem that doesn’t exist yet
65. Anchoring Narrowing the problem
Solutioneering Pacifying [insert name or role]
Wishlisting Being Presumptuous
Buzzwording Overlooking the Obvious
Frankensteining Ego Stroking
Boiling the Ocean Flavoring
Treating a Symptom Satisficing
Amplifying the Feedback Following the Leader
Hamstringing Supsending Reality
Bandwagoning Future Proofing
Please add to, edit, and improve this list:
http://bit.ly/badproblems
70. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
71. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
72. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
73. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
74. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
75. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
Y =
76. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
77. 1 Ignore requirements (and user stories)
for clarity (why? why? why?)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
78. 1 Ignore requirements (and user stories)
for clarity (why? why? why?)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
My wallpaper is peeling off–
5 Separate Real from Perceived Constraints
how do I get the wallpaper to
6 Step back, look for complementary projects… and people!
stay on the wall?
7 Rinse & repeat. Learn along the way.
Why is it falling off the wall?
The wall is wet
Why is the wall is wet?
The wall is wet because there’s a
leak in the attic.
Why is there a leak in the attic?
79. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
Who needs what by when?
7 Rinse & repeat. Learn along the way.
Focuses on Desired Outcomes
Why do they want it?
Shifts the conversation to Experiences
What are their conditions of
Desired Creates a Generative Thinking Space
satisfaction?
Outcome(s) Focuses on Value
How will we measure success?
Worksheet Encourages Objective Feedback
If Who = user
What Needs and Insights are driving this request?
80. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
Who needs what by when?
7 Rinse & repeat. Learn along the way.
Why do they want it?
What are their conditions of
Desired satisfaction?
Outcome(s) How will we measure success?
Worksheet If Who = user
What Needs and Insights are driving this request?
81. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
A teenage girl with a bl
6 Step back, look for complementary projects… and people!ak e
oneeds what by to fe
Who utlook needswhen?el more
7 Rinse & repeat. Learn along the way.
s do ally acc p
Why ocithey wanteit?ted when eating
healttheir ood, because in
sWhat are hy f conditions of
A teenag e girl need hood a social risk is mo
her
Desiredous food dange
iti satisfaction? re
more nutr rous tha
re will we measure success? n a health risk
Outcome(s)ins a How
ause vitam
bec
Worksheet ealth If Who = user
to good h
vital
What Needs and Insights are driving this request?
*example from Stanford D. School
82. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
conflicting desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
User Goals
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
the
Sweet
Spot!
Desired
Outcome(s)
Business Goals
83. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
conflicting desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
User Goals
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
the
Sweet
Spot!
Desired
Outcome(s)
Business Goals
84. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
85. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired
Outcome(s)
CONSTRAINT
86. Separate Real from Perceived Constraints
You can pry the greenscreen
out of my cold, dead hands
87. Separate Real from Perceived Constraints
Our technology stack doesn’t
let us do that…
The CEO will never go for
that
We’ve already tried
something like that
88. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired
Outcome(s)
CONSTRAINT
89. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired Desired
CONSTRAINT
CONSTRAINT
Outcome(s) Outcome(s)
CONSTRAINT
90. Project A
Project B
Project A
Project B
Project C
92. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
93. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
94. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
repeat. Learn along the way.
7 Rinse & repeat. Learn along the way.
95. Stop.
Why are we
doing this? What
is the Desired
Outcome?