Page |1

UNIT II EMPATHIZE PHASE 6+6

Empathize phase - Steps involved - Immersion activity- Questionnaire –
Empathy map for case study

S.No Topic Page

A Empathize phase
1 Understand with Empathy 2
2 Observe with Empathy 5
Empathy Observation through empathy 8
Map ( 4-point)
3 Empathetic Design 10 - 23
3.1 Artifact Analysis 11
3.2 Behavioural Mapping and tracking 11
3.3 Empathy Map (6-point) 12
3.4 Cognitive Walkthrough 14

3.5 Heuristic Evaluation 15

3.6 Mental Model Diagram 17
3.7 Customer Journey 18
3.8 Persona 19
3.9 Service Blue printing 20
3.10 Critical Incident Technique 22
3.11 Mystery Shopping 23
B Empathize phase – Steps Involved 24
C Immersion activity 25
D Questionnaire 27
E Empathy map case study (4 PT) 31
F Empathy map for case study (6 PT) 36
 Page |2

1.UNDERSTAND THE PROBLEM WITH EMPATHY

SEARCH FIELD DETERMINATION

Search Field helps to find more efficient and effective ideas. There are 3 types of
search fields called 3 different variants
1. Market-Oriented Search Field determination
2.Technology-Oriented Search Field
3.Competence- scenario Oriented search
field determination

1.Market-Oriented Search Field determination

The focus is on customers and competitors and addresses the following questions

1.What needs or problems do our customers currently have or will they have in the
future ?
2.Are there any developments that could awaken the new needs?
3.Which offers are currently and in future offered by direct , indirect or potentially new
competitors and how could one differentiate oneself from them?

2.Technology-Oriented Search Field determination

The focus is on new technologies with following questions

1.Which Technological developments are relevant for the company ?

2.Which interesting applications could result from this ?
3.Which technological challenges will have to be solved in the future?

3.Competance -Oriented search field determination

The focus here is on your own core competencies addressing the following questions

1.For which products and services could once’s own competences, abilities or
resources be of use?
2.In which market and technology areas are competences important ?

Search Field determination should be too narrow to limit the scope and at the same
time should not be too broad making the focus vague
 Page |3

PROBLEM CLARIFICATION

In order to gain better understanding of the problem it is advisable to go

through a catalogue of questions with the
5- W+1-H questions [Who? What ? Where? When? How?]
 Page |4

KNOWLEDGE MATRIX

There are known knowns; these are things we know. We also know there are
known unknowns these are things we do not know. But there are also unknown
unknowns – these are things we do not know we don't know.

known Knowns
What do we know about the problem. Which means we're aware that we know it.
known Unknowns
What do we know that we don't know about the problem? Which
means we're aware that wedon`t know it.
unknown Known
What do we know without even knowing that this knowledge could help
us with the problem. Which means we're not aware that we know it
unknown Unknowns
What do we know that we don't know we don't actually know? Which
means we're not evenaware that we don't know.
The unknown Unknown area is, so to speak, the blind spot of our knowledge
and awareness, which we only get out through the exploratory discovery. This is
where Design Thinking begins.

->After clarifying the problem, it is helpful to reflect again on what we know or

don't know about the problem.

->The following matrix with the so-called blind spot of knowledge.

 Page |5

2. OBSERVING WITH EMPATHY

Whom to Observe?
→ AVERAGE USERS
→ PROGRESSIVE USERS
→ EXTREME USERS
→ LEAD USERS

“In observation phase more importance is not given to “AVERAGE USERS” regular
users buying product /services as per needs - lot of importance is given to
“PROGRESSIVE USERS” these are target groups who understand innovation and are
early adopters of new ideas and they will be willing to share customer feedback. Also
search for “EXTREME USERS” who use products in very specific (extreme) situations
(cold, heat, permanent use, certain regions etc.) and these are people who want
always something new, or search for so-called “LEAD USERS” who have already
developed their own solutions for the problem in their own way or the one who use
your product and promote them.
Tips to perform observation
• Don’t judge : Simply engage with users without judging their actions.
• Question everything : Question even things you think you understand.
• Question users on how they perceive their world. Follow up a “why” with
another “why.”
• Be truly curious : Try to observe from a different perspective.
• Find patterns : Try to find common threads that weave a similar story.
• Listen : Really listen to what is being said to you or during your observation.
Don’t get distracted about thinking of what you will say next when someone is
talking.
3 Methods for Observing Your Customers
→ Natural Environment := Go out to where your customers are, whether it is a retail
shop or a dealership.
→ Observation Lab := Another popular method is to create an environment to see
how your customers engage with and use your products.
→ “Day in the Life” Home Observation := Recruit customers who you can spend a
day with and see how they engage with your product in a natural way.
 Page |6

DESCRIPTIVE OBSERVATION
1. Nine Dimensions
2. AEIOU
3. POEMS
Nine dimensions of descriptive observation:=
 Page |7

AEIOU OBSERVATION :=

POEM OBSERVATION:=
 Page |8

3.EMPATHY OBSERVATION THROUGH EMPATHY MAP

4-PT EMPATHY MAP
Why use empathy maps?

We use empathy maps because they help us understand our user’s needs and goals in a
more nuanced, but organized way. By looking at their needs through the four lenses (says,
thinks, feels, does), we can also see the complexity of their needs at times (for example,
when they say one thing and do another).

Empathy maps can also be read and understood quite easily, making them a great tool for
communicating information about the user to other members of the design team.

Empathy maps can also be used to collect data directly from the users. Used alongside user
interviews, survey answers, etc., you can also have a user fill in an empathy map
themselves.

Says:=

This section contains direct quotes from the user that have been gathered from the research
phase or previous data. It might feature statements like “I need something fast,” or “I’m not
sure where to go from here.”

Thinks:=

While this quadrant may have similar content to the “Says” section, it is more focused on
what a user is thinking and doesn’t choose to say out loud. Use your qualitative research to
ask what matters to the user and what is on their mind. Looking at why they might be
hesitant to share their thoughts out loud can reveal even further insight into the user and
 Page |9

how they relate to the product or experience at hand. Example: “This is boring,” or “Am I
doing this right?”

Feels:=

This category addresses the user’s emotional state and answers questions like “What is the
user feeling during this product experience?” and “What worries or excites the user?” An
easy way to organize this information is to list the emotions being elicited followed by a short
description of what is making the user feel this way. For example; “Overwhelmed—too many
decisions to make,” or, “Anxious—doesn’t want to waste their time.”

Does:=

This quadrant captures what the user physically does and how they do it. In other words,
what actions does the user take and how do they take them?

Example: Searches for back button frequently. Lists pros and cons. It is not uncommon for
there to be similar statements in each of the categories. Try not to censor the data to
distinctly fit each section. Instead, use the overlapping information to unveil the complexities
of the user. Feel free to update your empathy map throughout the project as more data
becomes available, and remember: a sparsely covered map indicates a need for more user
research!

An alternative form of empathy mapping is to add an extra section at the bottom of the map
for the user’s goals.
 P a g e | 10

4.EMPATHETIC DESIGN

The foundation of empathic design is observation and the goal to identify latent customer
needs in order to create products that the customers don't even know they desire, or, in
some cases, solutions that customers have difficulty envisioning due to lack of familiarity
with the possibilities offered by new technologies or because they are locked in a specific
mindset. Empathic design relies on observation of consumers as opposed to traditional
market research.

1. ARTIFACT ANALYSIS
2. BEHAVIORAL MAPPING AND TRACKING
3. EMPATHY MAP
4. COGNITIVE WALKTHROUGH
5. HEURISTIC EVALUATION
6. MENTAL MODEL DIAGRAM
7. CUSTOMER JOURNEY
8. PERSONA
9. SERVICE BLUEPRINTING
10. CRITICAL INCIDENT TECHNIQUE
11. MYSTERY SHOPPING
 P a g e | 11

4.1 ARTIFACT ANALYSIS

• Material analysis which queries physical characteristic such as material

composition, durability, wear/tear, disposable?, etc, and asks questions like: What
material is this made of? How was this constructed? and How easy would it be to
repair this?

• Aesthetic analysis includes a looks visual assessment as well as questions

emotional meaning. Questions like: How valuable is this the thing? Could this trend?

• An interactive analysis which addresses the functional/ operational use: Questions

like: Could this object be customized by its owner? What else could this object be
used for?

4.2 BEHAVIORAL MAPPING AND TRACKING

Behavioural mapping is a research tool used to observe and record behaviours in a

particular setting at a particular time. Behavioural mapping can be either place-based or
individual-based, depending on whether the focus of observation is to identify locational
wise behaviours or individual time-based patterns of behaviours. This is an example of how
observation can be used to visualize how many visitors visited various booths at a exhibition
fair. The map shows the frequency of visitors and reveals the booths most heavily and least
heavily visited. Insights can be used to improve fair service, and attracting more visitors.

Fig - Behavioral Mapping

 P a g e | 12

4.3 EMPATHY MAP

An empathy map is a tool that helps you discover how your target audience thinks, feels,
and behaves so you can better understand their wants and needs. The map typically
includes four quadrants: think and feel, say and do, see, and hear. The pains and gains will
serve as a guide, while the remaining four elements help you explore a customer’s life from
their point of view.

Pains: What are the pain points in the user’s life? What are their needs?
Gains: What are the user’s expectations for meeting their needs?

1. Think and feel: What are the user’s major worries and aspirations? What are their
values? What preoccupies their mind?
2. Hear: Who are the user’s main influences in their life?
3. See: What does the user see in their environment that influences them?
4. Say and do: What does the user say and do to meet their needs?

Example
Pains:
•Broken computer.
•Needs a new computer to work remotely as a writer.
Gains:
•Wants a computer with a clean interface.
•Will pay more for a computer that she knows will last.
Think and feel:
•Feels frustrated that her current computer only lasted three years.
•Feels overwhelmed by the computer choices available.
• “I hope I make the right choice.”
 P a g e | 13

Hear:
•Friend says, “I chose my computer because it’s fast.”
•Boss says, “I chose my computer because it’s light.”
•Reviews say, “Macs are best for creatives. PCs are best for gamers.”
See:
•Sees colorful and trendy ads for Mac computers everywhere.
•Sees Apple products in the hands of everyone walking by.
•Reads a blog for creatives that recommends Macs.

Say and do:

• “I need a good value.”
• “I want a product that’s worth the money.”
•Tirelessly searches customer and product reviews.

Eg :- Martin is a busy parent ......"On a friday evening i would like to order a nutritious
meal for my family so that i dont have to worry about preparing meals"
 P a g e | 14

4.4 COGNITIVE WALKTHROUGH

The following are the goals of Cognitive Walkthrough

• Investigate how complicated an idea, a concept,a system, a product , a service,

a process is adopted by a person
• Find Barriers and opportunities for the user
• Find difficulties for the user
• Find missing information for the user
•
The Four Questions to be Asked during a Cognitive Walkthrough

1. Will the user try and achieve the right outcome?

2. Will the user notice that the correct action is available to them?
3. Will the user associate the correct action with the outcome they expect to achieve?
4. If the correct action is performed, will the user see that progress is being made
towards their intended outcome?

Example ( Doing cognitive analysis for your health clinic)

 P a g e | 15

Analysis Question Group Determination

1. Will users try to achieve the right Yes: patients will be directed upon entry to
result? check in for their appointment, and the
application includes the phrase Patient
Check in in the header.

2. Will users notice that the correct Yes: all action buttons are positioned within
action is available? the body of the page using a highly salient
visual styling that effectively communicates

3. Will users associate the correct No: the group discusses that selecting from
action with the result they’re trying to the four options provided on the screen
achieve? requires a lot of cognitive effort for new
patients, because they must assess and
eliminate the incorrect options before
determining the correct one, New Patient.

Some patients may assume they have a

patient record because they have an
appointment. Others may simply see the
Patient Search option first and take action
before assessing the New Patient option.

The group agrees to further seek ways to

simplify the design by first asking whether the
patient is a new or existing patient and then
providing returning visitors various record-
lookup options.

4. After the action is performed, will Yes: the page changes and a form with
users see that progress is made toward the heading Enter your personal information
the goal? is displayed.

4.5 HEURISTIC EVALUATION

Heuristic evaluation is a thorough assessment of a product’s user interface, and its

purpose is to detect usability issues that may occur when users interact with a product
and identify ways to resolve them.

• Is it eye-catching?
• Do the colors complement each other?
• Does it have the aesthetic appeal that will lure consumers in?

Summary of Heuristic analysis

• Who: System expert.

• What: Compares usability to predefined heuristics.
• Why: To see if the digital product can be used in a way that is most easy
and compatible for users
 P a g e | 16

Jacob Nielsen model of heuristic evaluation

1. Visibility of System Status (users should know the system status at all
times and get feedback on interactions with it);
2. Match between system and the real world (the system should resemble
the experiences that users already had);
3. User control and freedom (users should be able to reverse their action if done
by mistake);
4. Consistency and standard (similar system elements should look similar);
5. Error prevention (minimize the likelihood of making mistakes);
6. Recognition rather than recall (users should be able to interact with the
system without prior information)
7. Flexibility and efficiency of use (both new and experienced users should
be able to efficiently use the system);
8. An aesthetic and minimalist design (declutter as much as possible, less is
more);
9. Help users recognize, diagnose, and recover from errors (make error
messages understandable, and suggest ways to fix an error);
10. Help and documentation (if a user has a hard time interacting with your
app, make sure there’s help that’s easily accessible).
 P a g e | 17

4.6 MENTAL MODEL DIAGRAM

Mental Model describe the assumption a person makes about how something should
function.

Third Party Story : Instead of two side of a story one customers and another
designers the third story will be of situations (special/regular situation).
Viel of Ignorance: Avoid stereotypes , be vary rational ,think of choices that
benefit many.
Respectable Interpretation & Learned helplessness: Covert Negative thinking
to Positive thinking.
 P a g e | 18

4.7 CUSTOMER JOURNEY MAP

A customer journey map is a visual representation of a customer's experience

with a company’s service or product usage.

▪ Which touchpoints are particularly effective from the customer's

point of view – which are not?
▪ To what extent does each touchpoint contribute to positively
influencing the customer's experience?
▪ Are the possible touchpoints along the customer journey coordinated with
each other?
▪ How do your employees evaluate the individual touchpoints in terms
of effort vs. benefits? Are there touchpoints that offer little customer
benefit but are very complex? Are there too many touchpoints that
tend to confuse the customer?
▪ Which touchpoints does the competitor not have? Why?
▪ Are the touchpoints along the customer journey enough?
Where are there gaps? Which additional contact points can be
created for the customer?
▪ What can be automated and how?
▪ Which touchpoints are particularly effective from the customer's point
of view – which are not?
▪ To what extent does each touchpoint contribute to positively
influencing the customer's experience?
▪ Are the possible touchpoints along the customer journey coordinated with
each other?
▪ How do your employees evaluate the individual touchpoints in terms of
effort vs. benefits? Are there touchpoints that offer little customer benefit
but are very complex? Are there too many touchpoints that tend to
confuse the customer?
▪ Which touchpoints does the competitor not have? Why?
▪ Are the touchpoints along the customer journey enough? Where are
there gaps? Which additional contact points can be created for the
customer?
▪ What can be automated and how?

Negative emotions are

• Customer is annoyed.
• Customer is unpleasantly surprised about price/cost.
• Customer does not know what to do.
• Customer performs activity incorrectly.
 P a g e | 19

• Customer tries to solve the problem himself.

• Customer has to wait and loses time.
• Customer performs useless activities (waste).
• Customer is disappointed about the quality.
• Customer perceives situation/activity as too complex.
• Customer perceives situation/activity as too user-unfriendly.
• Customer fears risks/feels insecurities.
• Customer embarrasses himself in front of others.

4.8 PERSONA

→ Gender, age, origin, marital status (married/disabled; children? How many? How
old? What style of parenting?)
→Occupation (job, position), educational background, special knowledge, expert on
a specific topic
Friends and social environment, Pets
 P a g e | 20

→ Living conditions, own house / condominium / rented apartment / industry / type,

design, quality and equipment of the apartment

→Asset status

→ Attitudes (values, interests, preferences), frustration tolerance, health awareness,

life goals

→Hobbies and leisure activities, sporting? Which sport? How often?

→How much time does the persona have for certain topics/activities?

→Which media/information sources does she use for which topics?

→Attitude towards digital media, users of social networks or rather loners, sharing
information generously with others?

→Consumption habits or factors that influence purchasing decisions: How quickly

does the decision to buy take place?

4.9 SERVICE BLUEPRINTING

A service blueprint is a diagram that visualizes the relationships between different
service components
— people, props (physical or digital evidence), and processes — that are directly
tied to touchpoints in a specific customer journey.

A service blueprint corresponds to a specific customer journey and the specific

user goals associated to that journey.
P a g e | 21
 P a g e | 22

Line of interaction:
Above this line, customer journey takes place. i.e. all process steps performed by the
customer. Below this line, the activities are carried out by the service provider. The
line determines the division of labour between the customer and service provider.

Line of visibility:
Above this line, the activities are visible for the customer; these are the onstage
activities (or front office activities) of the service provider with direct (face-to-face;
verbal/written, electronic) customer contact. These customer contact points
(touchpoints) are to be designed as concretely as possible. Below the visibility lines,
the activities of the service provider are not visible to the customer, but in some
cases are also carried out by persons with customer contact (backstage activities or
back- office activities).

Line of internal interaction:

The internal interaction line which includes support activities. The support activities
are carried out by the other persons who no longer have direct customer contact.
These activities also called as back-office activities.

Line of order penetration:

This planning line distinguishes the service creation process from the planning
activities. These activities can be performed independently of a specific sales
order.

Line of implementation:
The activities(facility activities) which must be accomplished partially far before a
concrete customer order. E.g. Procurement Procedures.

4.10 CRITICAL INCIDENT TECHNIQUE

• Collecting information on memorable experiences in connection with

INCIDENTS.
• The critical incident technique (CIT) is a research method in which the
research participant is asked to recall and describe a time (INCIDENT)
when a behavior, action, or occurrence impacted (either positively or
negatively)
 P a g e | 23

The critical incident technique is a set of procedures used for collecting direct observations
of human behaviour that have critical significance

Critical incident technique has the following steps.

1. We start with determining and reviewing the incidents
2. Fact finding which involves gathering information of the incident from the members.
3. The third step is to analyze the facts and the data collected by the interviewer from the
participants and determine the issues
4. The fourth step is to determine possible solutions for the issues that have been
identified
5. Finally the last step is to evaluate whether the solution will be able to remove the cause
of the problem that was identified.

Advantages of Critical Incident Technique

A few advantages of critical incident method are:
1. Helps to identify rare events which might be missed by other methods as they focus
only on common events.
2. The technique is cost effective and provides rich information
4.11 MYSTERY SHOPPING
Mystery Shopping exercises allow businesses’ owners to get a quick, reliable and
quality feedback from the customers perspective.
- Mystery shopping Helps to analyze competitors as
potential buyers
- It allows you to get a better knowledge of who your
nearest competitors are, there pricing structure and their
U.S.P.
- Mystery shopper exercises can help to document step by
step the process of buying your services /products
- You can detect deficiencies and make alterations to
your customer care
- To Evaluate your Staff performance
 P a g e | 24

4. STEPS TO EMPATHIZE

1. Perspective taking, or putting yourself in someone else’s shoes: Imagine

things from their point of view.

2. Stay out of judgment and listen: Don’t rush into judgment; focus on
listening to the other person.

3. Recognize the emotion the other person is feeling: Think of a time you
have felt similarly.

4. Communicate that you recognize that emotion: Sharing understanding

builds trust and connection.
 P a g e | 25

IMMERSION ACTIVITY
Immersive Empathy

• What I’m describing is immersive empathy and how it works. At some point you will
be forced to literally live in the shoes of another in order to have the first hand
experience of what it means to be that person on a daily basis.

• You are engaging in sensory understanding of a particular person in a

particular circumstance that is foreign to you. You are getting firsthand
experience that you would not come close to understanding by just listening and
record customer/user insights, needs and motivations.

• Think of method actors who completely “become” another person and live that other
life from when they have committed themselves to the script until the film or play
comes to an end. They have to live in character from moment to moment. The
observations they make, the decisions they make, are of the person whose life
they’ve immersed themselves in.

• It’s important to understand that immersive empathy can also be used to find solutions
to challenges.

Immersion: finding the origin of the problem

• This is the phase of getting close to the problem, researching it and contextualizing
it. The team seeks to dive into the implications of the challenge, studying it from both
the company’s and client’s perspective.
 P a g e | 26

• Immersion may be divided into two parts: Preliminary, when there is first contact with
the problem; and In-Depth, when we start to identify the needs and opportunities that
will guide the generation of solutions in the following phase of the project, Ideation.
Analysis & Synthesis: turning data into strategy
• In the data age, even qualitative research processes have become more nuanced to
be analyzed. Therefore, the stage of Analysis and Synthesis of the Immersion
findings gained a specific space in this framework.
• It’s time for the team to group collected data and reframing the initial situation (or
hypothesis) based on transforming data into insights and information into strategic
direction.
Ideation: brainstorming
• In this brainstorming phase, ideas are presented without being judged at all. It’s the
moment for really thinking “outside the box,” proposing solutions to the problem. To
this end, we use synthesis tools to stimulate creativity and generate solutions in
line with the context of the subject in question.
• There are no limits to ideas in this phase. It is also advisable to have a variety of
profiles of people involved in ideation, including the people who will benefit from the
proposed solutions.
Prototyping:
Time to make decisions
• “Prototyping means making an idea tangible; it is the passage from the abstract to
the physical in order to represent reality – even if simplified – and promote
validations,” explain the authors of Design Thinking – Innovation in Business.
• In short, Prototyping is the phase of validating the ideas generated. It is the time to
trim things down, see what fits in the project, bring proposals together and get down
to work.
• Despite being presented as the final phase, prototyping can happen at the same time
as the other phases. As ideas arise, they can be prototyped, tested and, in some
cases, even implemented.
Advantages of Immersive Empathy

• It is difficult for people to express their latent needs and desires. They may not have
the right language to capture and express them. And when they do have the
language, they are not ready to speak about how their situation makes them feel.
They don’t want to be misunderstood or feel exposed and vulnerable.

• When members of Design Thinking team have immersed themselves, and

experienced on a sensory level what people they want to design for are experiencing,
their insights are sharper. They become attuned to how the people feel, they have a
glimpse of their emotional state. As a result they are able to articulate what the users
feel and ask questions that makes the users feel understood on an emotional level.
This makes the users feel free to share their thoughts and feelings having full trust
on Design Thinking designers.
 P a g e | 27

6.QUESTIONNAIRE
<< EMPATHY INTERVIEWS>>
• Empathy interviews are about having authentic conversation with the interviewee.

• Empathy interviews allow you to understand emotions, motivation and choices the
user makes. These in turn allow you to become familiar with their needs and design
to satisfy them.

• It’s important to go out and meet your interviewee in an environment that is familiar
to them.

Empathise involves ->Observe, engage, immerse.

• Immerse: experience what users experience.

• Observe: view users and their behaviors in the contexts of their lives.
• Engage: interact with and interview users through schedules and “intercept”
encounters.

• The main goal of semi-structured empathy interviews is to help designers identify

user needs and behaviors — even those they’re unable to articulate or those that
are unaware of.
• It’s also important not to take everything people say at face value. Recognize that
there’s often a gap between what they say they do in a situation vs. what they actually
do. You might have to follow users as they go about their day and then ask questions
to gain deeper context.

What Constitutes a Bad Interview Question?

• Interviewer: Do you like swimming?
• User: No
• Interviewer: How about tennis?
• User: No
• Interviewer: I play tennis. You should try it. Have you ever thought about trying
tennis?
• User: No

What Constitutes a Good Interview Question?

Show me how you use your scheduling app?
you’re meeting friends, show me how you’d introduce them to this app?
 P a g e | 28

7 types of questions to help build empathy for people

1. Introductory questions
2. Follow-up questions
3. Probing questions
4. Specifying questions
5. Direct questions
6. Indirect questions
7. Interpreting questions

1. Introductory questions
• What was it like the last time you tried renting a DVD?
• Can you tell me what it’s like waiting a few days for the DVD to arrive in the mail?
2. Follow-up questions (“Why” questions)
3. Probing questions (These open-ended questions are designed to encourage deep
thought and go beyond what users are saying. )
• Can you tell me more about that?
• What led you to that conclusion?
• What were your original intentions?
• Why did you choose that option first?
• Can you give me an example of when this happened?
4. Specifying questions
• “How did it make you feel?”
• What did you do when [x] happened?”
5. Direct questions
• How familiar are you with koo’s features and its competitors?
• Do you use koo? How does it compare to Twitter?
6. Indirect questions
• Do you think people like the new tab on koo?
• How do you think users feel about Community Notes?
“Am I right in understanding that the reason you’ll never shop again at [x] is because of
the low quality?
“Was it the poor customer service that put you off [x] brand?”

7. Interpreting questions
“Am I right in understanding that the reason you’ll never shop again at [x] is because of
the low quality?” or “Was it the poor customer service that put you off [x] brand?”

Rules to be followed while Empathizing

• Introduce yourself.
• Build rapport.
• Ask about specific instances or occurrences (“Tell me about the last time..”)
• Keep questions to fewer than ten words.
• Ask one question at a time.
• Structure the questionnaire logically and clearly.
• Encourage stories.
• Look for inconsistencies and contradictions
• Observe non-verbal cues, such as use of hands, facial expressions.
• Don’t suggest answers to your questions.
• If you get stuck, ask “why?
• 5 and 20 minutes
• Online, personal, written and/or telephone survey or a survey
• by app or feedback terminal
• Place the questionnaire on a website or in social networks
 P a g e | 29

• No nested sentences, No repetitions, No extensive explanations and No sub-

questions
 P a g e | 30

Some Questions related to Empathy Map :=

 P a g e | 31

7.1. CASE STUDIES 4- PT EMPATHY MAP

4 – PT EMPATHY MAP
The main sections are as follows:

• Says
• Thinks
• Does
• Feels

Additional sections can be added based on need and relevance.

Quadrant 1: Says

The first quadrant to fill out is what the user says while using your product. This information
should be taken directly from your research if possible. List what past and current users
have expressed about your product and their experience with it.

Quadrant 2: Thinks

The second quadrant is about what the user is thinking throughout their experience with
your product. There may be some overlap here with the “says” quadrant, but the purpose
of “thinks” as a separate quadrant is for you to consider what users might be thinking that
they aren’t saying, and to consider why they might not be saying it.

This step may require some brainstorming from you and your team, but will be incredibly
helpful in shaping the direction of your project.

Quadrant 3: Does

The third quadrant describes what actions users take while using the product. This
information can come from user testing or interviews. Pay special attention to where they
seem to get confused or behave in a way that you did not intend or predict.
 P a g e | 32

It can also include actions they take that are related to their customer journey, such as
comparing other products or making purchasing decisions.

Quadrant 4: Feels

The final step in the empathy mapping process is to consider how the user feels throughout
their experience and how they might feel coming away from the experience.

EMPATHY MAP ( WANTS TO BUY A CAR )

P a g e | 33
P a g e | 34
 P a g e | 35

PATIENT WITH TYPE2 (T2) DIABETES

 P a g e | 36

7.2 CASE STUDIES 6- PT EMPATHY MAP

 P a g e | 37

CUSTOMER BUYING VEGAN MILK:

 P a g e | 38

BUYING A NEW TABLET:

 P a g e | 39

Nature Tour Guide

 P a g e | 40

EMPATHY MAP FOR PRESENTATION