HCD Toolkit: Teach you to create solutions

The second part of the HCD kit Create - how to create a solution. In fact, the process is not complicated, not to create a rocket, is to think of a child's rut ​​thing to do, grounding qi is very important. HEAR to take the results before, the heart and mind apart from the process of breaking crushed an analysis, holding the front of your child is a frail Create.

The process of creation is a process of transforming research findings into realistic solutions that are extremely abstract. Often, team members need to switch to a creative mindset, generate a dozen or even hundreds of solutions through brainstorming, and quickly prototype a few of them.

The Create phase is a process that combines the logical thinking of the left brain with the creative thinking of the right brain and transforms the findings into a viable one. At the end of the build process, we should have the following outputs: opportunities, solutions, and prototypes.

We first divided Create into seven small steps: developing methods, sharing stories, defining models, creating opportunities, brainstorming, implementing ideas, and gathering feedback.

After the merger of similar items, we found that these 7 small steps can actually be defined as 4 key behaviors: integration, brainstorming, prototypes and feedback.

Four key behaviors:

1. Integration - Turn ideas into ideas and turn stories into strategic directions. Compress, refine known conditions and create new perspectives through integration.

2. Brain storms - Encourage team members to think boldly and without restraint. There are many ideas that can come out of this process, and perhaps three truly inspirational options out of 100 mediocre ideas.

3. Prototype - a fast, low-cost solution to the problem. Making ideas from abstraction to figurative helps us to quickly refine and iterate ideas and to facilitate feedback.

4. Feedback - bring team members back to the design process. Incentives for further iteration, continuous improvement of solutions through feedback.

Create-Step01 development method

Can be used directly or learn from other methods, but also can be based on the existing methods to develop a realistic approach.

Here are two forms suggested:

Participatory: involving local users or stakeholders in the design is the end result that is better adapted to the local context and more acceptable.

Empathy: Through empathy, team members' expertise combined with the real needs of people.

Recommended to try:

With 8-20 locals to carry out program design, design issues to tell the story in the form. And eventually lead to the statement, "How do we do this?" Have participants tell their story or suggest what to do.

For some time living with a local family, you can ask them to identify the problem in an informal way. Immediately discuss the solution with them as soon as the new problem occurs.

Ask the local people about their authority and find local experts. Work with them to create solutions using their knowledge.

Case 1: Participatory

Designer KARA works with local weavers to help them expand their textile markets and increase their incomes. KARA lets the weavers paint the picture to explain "what makes their textile processes or products different" and how to position their products accordingly. Many people paint a plant that serves as a raw material for textiles - a plant that harms the environment in the Great Lakes region of Africa. Based on this painting and discussion, textile workers have turned environmental issues into economic opportunities, and designers have argued that - textile raw materials are the key differences, and they used the plant to design their product identity.

Getting people involved in the design process is an effective way to harness local knowledge. It also allows people to participate in the decision-making of their own destiny, playing an effective balance between the participants and designers. Allowing participants to express themselves visually will help to eliminate the problems caused by language barriers.

Case 2: Empathy

The project carried out by the designer Vision is to turn the business of selling presbyopic reading glasses to the elderly to providing full-scale eye care to children. The brainstormes of the group after the team centered around the idea that children love the experience designed specifically for their children. Vision approached the children's ophthalmologist and child psychologist to conclude that the space for animals and toys makes Xiaopen friends feel comfortable. The design team brought some prototypes for field testing. At first using the traditional eye chart, the teacher is responsible for testing vision, the process is too serious, and some children even cry. To make the process approachable, the design team tried a comfy eye chart with toys and animal graphics on it, but it was more like a game, followed by chaos. Design team took a step back and began to think about how to make the diagnosis process not serious to scare children, but not too presumptuous and become a game. Designers review their childhood "housekeeping" experience, Xiaopen friends who are imitating the behavior of adults. Inspired by this role-playing game, designers think "why not keep kids in the right place?" The design team tried to let the kids test the teacher's vision and then swap them. These children have been happily mimicking adult behaviors and have established mutual trust with their peers.

Empathy design means thinking from the user's point of view. And as much as possible to feel and understand their experience. In this case, the design team learned what fun and what terrible to children. Creating an effective eye care experience for children.

Create-Step02 Share the story

Share stories heard during the study, share it, and turn it into data and information.

It is best to share the story shortly after the research is over, lest the members lose too much detail. A team member tells the people and things they meet and the other members make a note. Notes should be as brief as possible, do not record long sentences directly.

At the same time, team members should think "What does this message in the story mean for this project?"

Storytelling skills:

Telling what's going on, describing the details, adding color to the description in body language, the story needs to include "who, what, when, where, why"

try to avoid:

Generalization, speculation, assessment and assumptions.

Share stories Let the information that exists in the minds of individual members become shared information, making it easy to find a solution. Can be collected photos, notes and other printed on the wall for reference. Divide the information into fragments for easy memory.

Create-Step03

By identifying the relationship between topics and information, research can make more sense.

This process can be confusing and difficult. But in the end it makes a lot of sense.

Here are three suggested ways:

1. Refined the key idea: to find the meaning hidden under the surface phenomenon - to infer the overall and macro conclusions through independent stories.

2. Create a Theme: Explore Commonalities, Discrepancy, and Relevance of Information - Clues that link results together through the categorization of information into themes.

3. Building a framework: Putting specific information in a story into a larger system - The framework is a systematic visual expression that shows different elements and roles and emphasizes their relationship.

Case 1:

In Ethiopia, the design team distilled 20 key insights from the story-sharing message, half of them directly from notes written in story sharing and the other half from stories they heard.

03-1 create a theme

There are some good ways to start when you start to assemble and translate your current data:

Team members work together to decide how to create sections and topics.

2. Keep adjusting the notes on the wall until the team is satisfied with the combination.

3. If a topic contains all the notes, it is divided into several small topics.

4. Do not just observe the connection between the information, but also depends on the difference between them.

03-2 to establish a framework

The framework is a systematic visual expression. It shows the different elements and characters that are active and emphasizes their relationship.

A good framework to help you more clearly and comprehensively view the problems and relationships. Discuss what the framework means for community members and members and your organization. Use this framework to develop or build important insights. Capture these insights and add them to your growing opinion.

If you are not visualizing the framework in your mind, here are some common framework models you've used repeatedly (above).

In many cases it makes more sense to create two different frameworks: one from a female perspective and one from a male perspective. In order to know if you need to spend the difference between the needs of men and women, ask yourself these questions: How do women's stories differ from men?

Is gender itself a subject? Whether information about housework, income opportunities and difficulties, and market relations is different from what men get from stories told by women. If you answer yes, think about how to create two frameworks that create different areas of opportunity for women and men. A systematic visual expression. It shows the different elements and characters that are active and emphasizes their relationship.

Create-Step04 Create Opportunity

Translating insights into opportunities, the possibility of looking beyond the present to look to the future. Chances are a springboard for new ideas and solutions.

What is the opportunity area?

The area of ​​opportunity is a stepping stone to inspiration.

Opportunity areas are solutions to problems and needs in an exciting and future-oriented way. Opportunity is not a solution to the area of ​​opportunity, on the contrary, it offers more than one solution that enables teams to create more solutions.

The field of opportunity begins with the phrase "How might we ...?", Suggesting possible ideas. Each sentence begins with "How might we ..." and then abbreviated as HMW on the note. Use a note color note opportunity statement different from the opinion. This will help you to visually differentiate the insights and opportunities for the next step.

It is already a ready solution in some areas of opportunity, and it is important to create innovative solutions that prevent you and your team from concluding early.

This step is the quantity, not the quality.

While narrowing down the opportunity area to 3-4 HMW statements for brainstorming, deliberately choose points that are not relevant to this project or beyond. At this stage, the screening criteria is for user's desirability rather than for organization's viability.

If your chances sound like a special solution, ask yourself, "Why do we offer such a solution?" Or "What kind of user response does the program respond to?" Here's an example: the key is : People establish and share knowledge through "witnessed" beliefs.

solution

Community members provide their friends and neighbors with a course that provides them with useful skills and behaviors. This is the solution.

Ask yourself: what needs does this program meet?

Answer: The need to expand the knowledge of community members through localized information aggregation.

Opportunity: How we can better support new technology experiments through local information aggregation.

Create - Step05 Brainstorming

Brainstorming gives you the freedom to think without organizational, business, or technical constraints.

Some people think that brainstorming is a casual conversation. But completing a nutritious brainstorm requires a lot of rules and some preparation.

1. Postpone judgment - no bad ideas at this stage. There will be a lot of time to judge later.

2. Encourage Bold Thoughts - Bold ideas tend to be truly innovative.

3. Create ideas on others' thoughts - If you do not like someone's thoughts, you can substitute "but" instead of "but" and try to develop it to make it better.

4. Stay focused on the same topic - you will get good output if everyone follows that.

5. Visualization - Try to combine the logical thinking and creative thinking on both sides of the brain.

One conversation at a time - allowing ideas to be heard and set up.

7. Pursuit of Quantity - Develop a target number of thoughts and surpass it. Remember, there is no need to think too long, because nobody is judging. Ideas need to flow quickly.

Brainstorm to warm up

Use this activity to give your team the open, energetic mindset needed for brainstorming.

Combined with a partner. Role A will come up with many ideas about potential business that he hopes to start. (Alternatively, someone can plan an event, such as a family vacation, and put forward the idea of ​​where to go for a vacation)

first round:

Character A comes up with ideas one after another.

Role B says "no" to each idea and gives a reason why the idea is not appropriate. Lasts 2-3 minutes.

second round:

Role B presents business and activity-related ideas one by one.

Role A needs to say "good" for each idea and grow based on this idea to make it better. Lasts 2-3 minutes.

As a team, discuss how these two experiences are different. The second round of experience should be required for the team to create a successful brainstorming session.

By identifying the relationship between topics and information, research can make more sense.

This process can be confusing and difficult. But in the end it makes a lot of sense.

Create - Step06 to achieve the idea

Prototype creates ideas. This means that the ideas you create can communicate well with others and make your ideas better. Prototypes allow you to materialize ideas quickly and cheaply and to be tested and advanced by others - before you become obsessed with your ideas.

What is a prototype?

1. Build with thinking: Prototype is a one-time tool used in the concept development process, that is, to verify the idea but also to help stimulate more ideas.

Prototypes are powerful communication tools and force us to think more effectively about how people interact with these concepts.

3. Rough, fast and accurate: the prototype does not require exquisite. They need to be created as quickly and cheaply as possible.

4. Answering questions: It is important to know what the prototype is meant to answer, such as desirability, usability, ease of use, likelihood, or reality.

Why is the prototype?

1. Gain insight into what an idea means to the real-world problem the team needs to answer.

2. Create an internal communication method of "how concepts come true" and an external communication method about "what is the concept?"

Imagine the value of each prototype, answer the questions in order to determine the value of this idea:

> Who will benefit from this idea? What is the value to the end user?

> Why is this idea better than any other idea? Where is it?

> This value for the user how much?

> What is the willingness of the user to pay for it?

> How to charge?

The prototype can try to do the following:

model

A product's physical model, which presents a two-dimensional idea in 3-D form, quickly achieves a low-fidelity prototype with a simple, coarse material.

Storyboard

Simulate a complete user experience through sketches

cosplay

The best way to test a product or service that has an emotional experience is to have the team members act as users

chart

Mapping (graphing) is a good way of expressing a space, a process, or a structure, graphically allowing us to think about the level of association between ideas, or the changes in the user's experience over time.

Create - Step07 Gather feedback

When the program is created, it's time for the participants to take them to gather feedback.

How to solicit feedback

Get real feedback, a better way is to come up with a few options for people to compare. If there is only one concept, people may not want to criticize. However, when something can be compared and compared, people are more likely to tell the truth.

Who collected the feedback

Explaining your ideas to people outside your area of ​​study is a good way to test your program's creativity. You can choose to explain to both new and previous contacts you have. Try to include all those who are involved in this concept, including the end consumer, including manufacturers, assemblers, service personnel, logisticians, salespeople, and more.

What to pursue

For each prototype, in the feedback section, identify 3-4 questions you want to know about wishes and usage scenarios. Serious feedback is recorded, including positive and negative, as well as new questions the team needs to answer about this solution.

note

Do not spend too much time refining this idea before getting feedback - the key to re-engaging users is to change plans rather than prove they are perfect. The best feedback is those that allow you to rethink and redesign.

Our goal is to gather honest feedback, even if it is negative. Do not try to sell your ideas.

Use a natural tone of expression to emphasize the pros and cons of the program.

Change the size of the group

Begin by presenting the plan to a large group (10-15), then split into smaller groups, each with a more intimate conversation.

Gathering feedback early helps you focus on how to improve your design to help you discover some design issues that you might not find in an artificial environment.

As in this example, design is often changed and improved during the feedback session, so teams can continually learn and improve solutions.

Hearing aid program for rural India

The design challenge for this IDEO project is to make hearing aids in rural India more acceptable.

The team needs to create a diagnostic process that requires the local technician with minimal training to effectively manage the medical environment.

In the original study, the team learned about the constraints of hearing aids. They developed a process prototype, some technology packages and training materials.

On the first day of rural observation, the team soon discovered that the agreement was too complicated. The team immediately streamlined the agreement, and then trained a pair of technicians based on the new agreement. To the surprise of team members, while the second year of the process has been smoother, many still find it a complex challenge.

The team performed the third round of simplification, and the final tests showed that the protocol was ultimately simple and efficient enough to accomplish the task.

Conclusion

The above is the Creator part of the IDEO toolkit content translation, translation must be integrated into a number of subjective understanding, there are inappropriate places welcome correction. Some words are not translated correctly, but can not find a more accurate expression. (Such as "opportunity" translated here as "opportunity" slightly awkward, but did not come up with a better description.) Thank you!