What is Design Thinking?

“Design thinking is a process for creative problem

solving”
 Design a Clock
that shows time as
10:10
 Clock Design

Different designs No context

Different thoughts No conditions and use cases

Same Functionality No design specifics given

Context Current Product:Your Design

Airport Typical Users: Passengers

Sports Gallery People watching the game

Art Gallery Hobbyist

Current Product

Product Aesthetic clock

Context Airport
User Traveler
Need Minute detail
hh:mm / Clear Analog
User Experience Bad
Current Product

Product Aesthetic clock

Context Sport Stadium
User Crowd watching the game
Need Precise seconds detail
hh:mm:ss
User Experience Bad
Current Product

Product Aesthetic clock

Context Art Gallery
User Artist / Hobbyist
Need Just Time
User Experience Good
Right Context and typical user leads to the
right design thinking and user experience

Context- User UX
Airport-Traveler Bad
Stadium-Crowd Bad

Gallery-Hobbyist Good
Set the Context for your Problem
11
 Goal of Design Thinking
Desirability:
Viability:
Whether able
Whether
to meet the

Ideation
successful
Needs of the VIABILITY
DESIRABILITY -BUSINESS- business
user -HUMAN-
possible
Innovation

FEASIBILITY
Goal of Design -TECHNICAL-
Feasible:
Thinking Is the
technology
available as of
today to make
the product/
service
12
 KEY ELEMENTS
OF
DESIGN THINKING
 DESIGN THINKING PROCESS

Problem Space Solution Space

Design Design
Challenge Solution
 Steps of Design Thinking
What?

BRAINSTORM ENGAGE IN A
CLEARLY POTENTIAL CONTINOUS
DEVELOP A ARTICULATE SOLUTIONS, DESIGN A SHORT CYCLE
DEEP THE PROBLEM SELECT AND PROTOTYPE INNOVATION
UNDERSTAND YOU WANT DEVELOP OF YOUR PROCESS TO
--ING OF THE CONTINUALLY
TO SOLVE YOUR SOLUTION
IMPROVE YOUR
CHALLENGE SOLUTION DESIGN

1.EMPATHIS 2. DEFINE 3. IDEATE 4.PROTOTYPE 5. TEST

E
 Steps of Design Thinking
How?

Learn about the Create a point of Brainstorm and Build a model of one Share your
audience for whom view [POV] that is Come up with as or more of your ideas prototype idea
you are designing by based on user to show to other. with your original
many solution as
observation and How can I show my
needs and insight. possible. Wild ideas user for feedback,
interview. Who is my Idea?
What are the needs encouraged Remember, prototype What worked?
user?
What matters to this
is a rough draft! What didn’t?
person?

1.EMPATHIS 2. DEFINE 3. IDEATE 4.PROTOTYPE 5. TEST

E
GOOD DESIGN
AND
BAD DESIGN
Planning to purchase 4-wheeler?

What are your requirements ???

Tata Nano:
Did it meet
customers
need??
Viability,
Feasibility
Helmet: Did
it meet
customers
need??
Viability,
Feasibility
Iphone: Did
it meet
customers
need??
Viability,
Feasibility
Ola: Did it
meet
customers
need??
Viability,
Feasibility
Airbnb: Did
it meet
customers
need??
Viability,
Feasibility
How to choose a Problem
Problem Area: A. SDGs - XX
Problem Area: B. Themes - Name of the Theme
Problem Identification
 Design Thinking
What is the Fuss all about?

The main tenet of

Design thinking is
empathy for the
people you're trying to
design for. David M.
Kelley

Thursday, March 27,

2025 CPADT 39
EMPATHY REVISIT
•em • pa • thy
o /noun

The ability to understand and

share the feelings of another

--- --- ---

EMPATHY ---

Thursday, March 27, 2025

CPADT 41
 It means that you are part of the world
IMMERSE of your users - experience what your
user experiences

EMPATHY It means to view behavior in the context

Techniques
OBSERVE of their lives. You must be careful not to
influence or suggest behavior that is not
“normal”

Interact with and Interview users

ENGAGE through scheduled and short ‘intercept’
encounters

Thursday, March 27, 2025

CPADT 42
 Open
Minded

EMPATHY 1
REQUIRES
Curious
4 2 Observant
ONE
TO BE….. 3
Good
Listener

Thursday, March 27, 2025 CPADT 43

 Why Empathize

1 To Understand the problem

2 To Understand the people

To know what users Think

3 and Feel

To experience what users Do

4 and Say

To see with a Fresh set of

5 eyes

Thursday, March 27, 2025

CPADT 44
 Why Empathize

Thursday, March 27,

2025 CPADT 45
 Why Empathize

Thursday, March 27,

2025 CPADT 46
 Why Empathize

Thursday, March 27,

2025 CPADT 47
 DESIGN
THINKING:
EMPATHY Tools

Thursday, March 27, 2025

CPADT
 EMPATHIZE TOOLS
1. Assume a beginner's mindset
2. Ask What-How-Why
3. Ask the 5Whys
4. Empathy map
5. Conduct interviews with empathy
6. Build empathy with analogies
 EMPATHIZE TOOLS Contd..

7. Use photos and videos user-based studies

8. Engage with extreme users
9. Story share-and-capture
10.Bodystorm
11.Create journey maps

• Activities, environment, Interactions,

Objects and Users
 EMPATHIZE: BEGINNER’S
MINDSET
• Forget your assumptions and personal beliefs.
• Misconceptions or stereotypes limit the amount
of real empathy you can build.
 EMPATHIZE: BEGINNER’S
MINDSET
• What you should do
– Don’t judge
– Question everything
– Be truly curies
– Find patterns
– Listen without thinking how you’re going to
respond
➢ Consider ‘The mode dial of a
Canon EOS Digital SLR
camera’:
How would a beginner photographer
know what to choose?
To help beginners:
Fully automatic modes are represented with
icons on the dial, which makes it easy for
a non-expert to guess what they mean.
For ex., clockwise from top:
Video, Night portrait, Sports, Close ups,
etc.
• Icons are also universal i.e., independent
of language.
 By asking the three questions

What? How? Why? we can move from

concrete observations that are free
from assumptions to more abstract
motivations driving the actions we
have observed.
EMPATHIZE: • In “What”, we record the details (not
assumptions) of what has happened.
ASK WHAT- • In “How”, we analyze how the
HOW-WHY person is doing what he/she is doing
(is he/she exerting a lot of effort? Is
that individual smiling or frowning?).
• Finally, in “Why”, we make educated
guesses regarding the person’s
motivations and emotions. These
motivations we can then test with
users.
• What you should do for a specific
observation

o Divide a sheet into 3 parts-What/

How/ Why
o What= write what you observe the
user is doing without making
assumptions
o How= understand what the user is
doing.
Is it positive or negative, does it require
effort? Use plenty of objectives
o Why= Now you have to interpret;
Guess motivations and emotions, make
assumptions that you have to test with
users later.
 1. WHAT/HOW/WHY
1

2
Why ?
3
How ? 4

WHAT ?

Thursday, March 27, 2025

CPADT 56
 EMPATHIZE: ASK THE 5
WHYS
o The 5 Why method is a simple interview
technique in which you ask for the
background of the problem.
o Often the apparent cause of a problem is
not the real cause, but just another
symptom in the same chain of problems.
o The interviewee should be asked several
times about the "why" until one arrives
at the so-called pain point
o So, it is nothing but reporting the Why
questions 5 times to identify the root
cause of a problem
EMPATHIZE: EMPATHY MAP
An Empathy Map allows us
to sum up our learning
from engagements with
people in the field of
design research.
• An Empathy Map
consists of four
quadrants.
• The map provides four
major areas in which to
focus our attention on,
thus providing an
overview of a person’s
experience.
• Say:
Quotes from what users say
during interview
• Think:
what users seem to think
when experiencing the
product
• Do:
Actions that the user takes
during the experiment
• Feel:
The user’s emotional state
(adjective + context)
 EMPATHIZE:
ENGAGE WITH
EXTREME
USERS
• Engage
Observe and
interview extreme
users just like other
folks. Look for
work-around (or
other extreme
behaviors) to spark
inspiration and
uncover insights.
• Extreme users are few in number,
but it doesn’t mean you should
disregard them and aim just for
the main bulk of users instead.
• In fact, they can provide excellent
insights that other users may
simply be unprepared to disclose.
• By focusing on the extremes, you
will find that the problems, needs
and methods of solving problems
become magnified.
• First, you must identify the
extremes of your potential
user base.
 STORY SHARE
AND
• CAPTURE
Storytelling plays a huge role
in User Experience
design and in the Design
Thinking process.
• Storytelling creates a
compelling narrative around
the people we’re designing for
so that designers can develop
a deep and emotional
understanding of their
motivations and needs.
• Tim Brown, CEO of international
design and innovation firm IDEO,
advocates the use of stories to
enhance a design thinking project:

“It is essential that storytelling begins

early in the life of a project and be
woven into every aspect of the
innovation effort. It has been common
practice for design teams to bring
writers in at the end to document a
project once it has been completed.
Increasingly they are building them
into the design team from day one to
help move the story along in real
time.”
-Tim Brown, Change by Design
 AEIOU Observation Framework
U:
A
Activities: What actions and behaviors are people
U
taking to reach goals?
S
E
r
Environments: What is the overall setting in which the
E activities are taking place? How are people behaving in
the environment?

Experience
Interactions: What are the basic interactions occurring
I for people to reach goals? What effect do people have
on activities and environment?

Objects: What are all the details that form the

o environment? How do objects relate to people,
activities and interactions?

U
Users: Who are the people being observed? What are
their personalities like? How do they engage with other
people to reach goals?

Thursday, March 27, 2025

CPADT 64
 AEIOU
Observation
Framework

Thursday, March 27, 2025

CPADT 65
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 66
 Empathy through Interviews and Surveys
1

3
Why Who to How to
Interview Interview interview
*Logistics
*Content
*Do’s &
Don’ts

Thursday, March 27,

2025 CPADT 67
 Empathy through Interviews and Surveys
Why interview?

“It’s good to finally meet you after all those

years of trying to avoid you”

Thursday, March 27,

2025 CPADT 68
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 69
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 70
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 71
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 72
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 73
 Empathy through Interviews and Surveys

Thursday, March 27,

2025 CPADT 74
 DESIGN
THINKING:
Framing Insights

Thursday, March 27, 2025

CPADT
 What is the Define Mode of Design Thinking?
This is where we look for meaning and patterns from our empathy phase that
lead to compelling needs and insights. In Define mode we focus!

The goal is to develop an

actionable problem statement

How do we find meaning and actionable

design value to move forward with our
observations and interviews?

Thursday, March 27, 2025

CPADT 76
POINT OF
VIEW
In the
Define mode, you
should end up
creating an
actionable
problem
statement which is
commonly known
as the Point of
View (POV) in
Design Thinking.
Thursday, March 27, 2025 CPADT 78
Make Sure That Your Point Of View is One That:

Provides a narrow focus.

Frames the problem as a problem statement.

Inspires your team.

Guides your innovation efforts.

Informs criteria for evaluating competing ideas.

Is attractive and captures people’s attention.

Is valid, insightful, actionable, unique, narrow, meaningful, and

exciting.
 Design Thinking:
Customer Need Analysis
 Outline
• User Types
• Customer Needs
• Personas and Customer Journey Maps
• Service Experience Cycle

8
1
8
2
 What is the Define Mode of Design
Thinking?
This is where we look for meaning and
patterns from our empathy phase that lead
to compelling needs and insights.
In Define mode we focus!
The goal is to develop an
actionable problem statement

8
3
INFER MODE

8
4
 User Types
• Mainstream describes what's viewed by most people
in a society as "normal, and “those users who are likely
to be the majority of a company's target audience.
• Extreme users can be described as the people on
either end of the spectrum of users of a product or
service.
• Lead users are those of the extreme users who are at
the high use end of the spectrum.

8
5
8
6
87
Case Study– IDEO GE Healthcare
Child Cancer Patients

88
8
9
90
 91

Main Stream
Users
92
93
9
5
NEEDS
9
7
 Definition
A user need statement is an actionable
problem statement used to summarize who a
particular user is, the user’s need, and why the
need is important to that user.
It defines what you want to solve before you
move on to generating potential solutions, in
order to
• condense your perspective on the problem
• provide a metric for success to be used
throughout the design thinking process.
9
8
 Types of Needs
Primary Needs
Secondary Needs
Latent needs can be defined as a desire or
preference which cannot be satisfied due to
a lack of information or availability of a
product or service.

9
9
 Types of Needs
• After choosing a problem area Primary Needs
the next step leads to executing ◼ These are the exact problem that
Empathy using any of the you would like to solve.
empathy tools or a combination ◼ The primary needs are very
of tools. focussed and thus limited.
• Empathy is followed by Need Secondary Needs
statements definition which ◼ These are additional and most
forms the DEFINE part of the required attributes.
design process. ◼ There can be any number of
• Need statements are the insights secondary needs under each of
that you have gathered during the primary needs
empathy Latent Needs
• Need statements can be classified ◼ Also called as hidden needs
as Primary, Secondary and Latent ◼ These are the most delightful
needs. attributes which your user group
would like to have
1
0
1
10
2
10
3
2/16/2019 104
International Conference on
Design for Social Development
 105
International Conference on
Design for Social Development
IKEA ThisAbles- The Project - YouTube
1
0
7
Guideline Customer Statement Need Statement- Need Statement-
Wrong Right
What “Why don’t you put The screwdriver The screwdriver
Not protective shields battery contacts are battery is protected
How around the battery covered by a plastic from accidental
contacts?” sliding door. shorting.

Specificity “I drop my screwdriver The The screwdriver

all the time.” screwdriver is operates normally
rugged. after repeated
dropping.
Positiv “It doesn’t matter if The screwdriver is The screwdriver
e Not it’s raining, I still not disabled by the operates normally
Negative need to work rain. in the rain.
outside on
Saturdays.”
Attribut “I’d like to charge my An automobile The screwdriver
e of the battery from my cigarette lighter battery can be
Product cigarette lighter.” adapter can charge charged from an
the screwdriver automobile cigarette
battery. lighter.
Avoid “I hate it when I don’t The screwdriver The screwdriver
“Must” know how much juice should provide an provides an
and is left in the batteries indication of the indication of the
of my cordless tools.” energy level of the energy level of the
“Should battery. battery. 1
0
8
 Summarize….
• To ensure customer satisfaction, you must
correctly identify customers’ needs.
• To identify needs, you must both listen and
ask the right questions.
• After identifying needs, always check for
additional or related needs.
• Use your knowledge and experience to
identify and present the right products,
services, and solutions to meet your
customers’ needs.
ACTIVITIES
Primary needs:
• Clearing the blackboard

Secondary needs:
• Cleaning any other surface

Latent needs:
• Paper weight
• Keeping the class silent
 Needs

Primary Secondary Latent

• Provide Safety • Easy to wash • Availability of proper
disposal mechanism
• Quality • Reusable
• Comfort of wear for
• Breathable • Sizes and spectacle users
adjustments
• Three-layer • Ability to recognize
protection • Sponge near the and understand the
nose piece emotions of the other
• Snugly and right fit person
• Easy to wear and • Colorful and attractive
remove / match outfits
• Affordable • Easy for kids to wear
• Easily available
Baby
Stroller
PRIMARY:

• The baby stroller needs to be with comfortable seating and

flexible movement.
• Safety of the baby in the stroller needs to be addressed .
• The baby stroller must have space for food and other
items.

SECONDARY:
• Wheels of the baby stroller needs to be very flexible.
• The necessity to have a privilege to attach add ons may be
addressed.
• The stroller needs to be designed to take the baby
for a stroll in any time of a given day.
• The stroller can protect the baby in all weather
conditions.

LATENT:
 RURAL
HEALTHCARE
 11

User needs
7

1. Primary :
➢ A basic healthcare center nearby every village to cure common and
epidemic diseases.
➢ Affordable services offered to people.
2. Secondary :
➢ Good Hygienic conditions for accommodation of patients.
➢ Decent Emergency ward with ambulance.
➢ Center to have integrated pharmacy for minimum prescriptions
3. Latent :
➢ Subsidiaries for the poor people.
➢ Recommendations for specific problems to specialized hospital.
➢ Paintings and Hoardings of cleanliness and Hygienic to be displayed to
bring awareness while waiting for doctor’s intervention.
Personas and Customer Journey Map
 Personas
• Personas are fictional characters, which you create
based upon your research in order to represent the
different user types that might use your service or
product.
• Personas are the persons who are representing a group
of users with different needs, purpose, and
expectations, their main purpose is to make the
Designer, researchers life easier while designing a
product or a service.
• Need to know whether the product will be useful for
these certain type of people before they are entering
into the development phase and into the real market.
1
1
 Personas
• Creating personas helps the designer to
understand users’ needs, experiences, behaviors
and goals.
• Personas are distilled essences of real users.
• In user experience (UX) design, you use personas
to build empathy with target users and focus on
their world.
• You should always create personas
from observations about real users, personas
should never be invented out of your
assumptions about your users.
1
2
 Why do you need Personas?
• Well-defined personas in design thinking will help
you identify the user needs and communicate better
with the right solution the user longed for a long
time.
• Personas in design thinking are:
1. Who is your Ideal Customer?
2. What is the current behavior of the User?
3. What are the characteristics the user poses?
4. What are the needs and the end goal for the User?
5. What is the current solution to their problem?
6. Why they hate the current solution?
1
2
 Why do you need Personas?
Kind of Information the User Personas holds are:
• Header
• Demographic Profile
• End goals
• Scenario
The header includes a fictional name, image, and
quote that summarizes what matters most to the
persona as it relates to your product.
Demographic details are factual and based on user
research. The demographic profile includes four
main sections: personal background, professional
background, user environment, and psychographics.
1
2
 Why do you need Personas?
• Psychographics include details such as attitudes,
interests, motivations, and pain points.
• The end goal is the motivating factor that inspires
action, and answers the question: what do users
want or need to accomplish by using your
product?. End goals are the driving factor of the
user to use our product. So have a clear end
goal.
• A scenario is a “day-in-the-life” narrative that
describes how personas would interact with your
product in a particular context to achieve his or
her end goal(s).
1
2
 Personas
To create Personas:
• Collect extensive data on target users.
• Determine the qualities of and differences
between users.
• Develop a hypothesis from the research,
determining the qualities of and differences
between users.
• Ensure stakeholders agree on the hypothesis
about the users.
• Determine a number of personas – more than
one per project, but focus especially on one.
1
2
 Personas
• Name and describe each persona in 1-2 pages, including:
– A picture.
– User’s values, interests, education, lifestyle, needs,
attitudes, desires, limitations, goals and behavior patterns.
– Extra details about the persona (e.g., interests) – anything
to make him/her more real and relevant and help build
empathy. A written story is better than bullet points.
• Describe several situations/scenarios prompting the persona
to use your product – put him/her in contexts
with problems to overcome.
• Include everyone involved in the project so they’ll accept the
persona or advise revisions.
• Send them the persona to use in their work.
• Ensure everyone develops scenarios – these should expose
the persona optimally to potential use cases.
• Make continuous adjustments – revisit the persona; add new
features; add required new personas; discard outdated
personas.

1
2
Persona Examples
Persona Examples
Sampl
e
Perso
na
 Build
Person
as
for
your
Ideas
User Journey
 Customer Journey Maps
• Customer Journey Maps are narrative stories of
your users that allow you to see how a customer
may have a need for your product, how they
would come across your product, and how your
product can benefit them.
• Creating these maps lets us realize where we may
have flaws or gaps in our marketing strategy or
use-case scenarios. Having a real and relatable
customer story allows us to come up with the
most logical solutions for our problems

1
3
 Customer Journey Maps
• Each customer journey is a sequence of the core elements steps,
touchpoints and moments of truth.
• Steps are connected via simple lines and show the sequence of events
at a high level. At each step, the customer interacts with your product
or service, makes a decision, or encounters a challenge.
• Thereby, they are guided by their goals, fears, and emotions.
• These persona properties influence the customer experience and can
be reinforced or smoothened by the quality of your product or service.
• Touchpoints represent steps where your customer comes into direct
contact with your brand. Each touchpoint relates to at least one of
your business processes and roles or IT systems.
• Moments of truth are key decision points that can make or break your
business’ chance for succeeding with the customer. They are either
barriers (requiring customer empowerment) or signposts (requiring a
customer decision).

1
3
Customer Journey Map

1
3
 User
Journey
A user
journey is a
series of steps
(typically 4-
12) which
represent a
scenario in
which
a user might
interact with
the thing you
are designing.
 User Journey:
Build a Scenario

“Mr. Arnav is a 65 years old man who got a heart stroke last month. He was
rushed to the near by hospital and got admitted. Took 2 weeks to complete
all the treatment and got discharged from the hospital. Doctors has asked
him to come after a week time, to undergo further treatment and for
rehabilitation. Currently, Arnav is taking rest at home.”
Task Flows
 User Journey:
List all the tasks of a
scenario

TASK FLOW 01:

Call
Stroke Reach Admit as
Ambulanc
happens Hospital In-patient
e

TASK FLOW 02: In case of second time stroke

Take Continue
2nd Stroke
prescribed to TASK
happens
medicines 01…
 User Journey:
Build a Digital Scenario
“Mr. Jacob is a 35 years aged guy who is working in a
bank. He has fallen sick and wants to visit a clinic which is
nearby to his home. But Jacob being recently shifted to
another locality, he isn’t much aware whether there is any
clinic exists nearby to his home.
So Jacob decides to check if there is any Health App exists
in a play store that can provide the list of Doctor’s
information and as well recommends the best rated
General Physician who is near by to his current home
location so that Jacob can fix up an appointment.
 User Journey:
List all the tasks of a digital
scenario
TASK FLOW 01:

Search for
Login into Install
medical Sign-up
Play store Practo
apps

TASK FLOW 02:

Search a Book an
Login to List
General appointm
Practo populates
Physician ent
Task

1. Build a Scenario for your idea

based on the mind map

2. Create 2 or more task flows

for the defined scenario
Conce
pt
Buildin
g
Build “Concepts” based on task flows
Build Visuals based on the
wireframes/sketches
Discovery Define Ideate Build Concept

Discovery A problem Visual Use Sketches/wire

phase is the statement is representati frames/prototypes for
foundation defined from on brings feedback.
of the point of ideas to life.
understandin view of the Sketch and
g the user and it’s prototype
context and context. early and
the user of often.
that context
From Concept Building To
Prototyping
Prototyping Exercise

1. Build for ONE scenario.

2. That can contain TWO or

more task flows.
1
4
8
Case Study– IDEO GE
Healthcare
Child Cancer
Patients
Case Study– IDEO GE
Healthcare
Child Cancer
Patients
Case Study– IDEO GE
Healthcare
Child Cancer
Patients
 Ideation Methods and Strategies

Thursday, March 27, 2025 152

VNRVJIET, CPADT
 thinking, creativity, innovation

Basic Principles of ideation

Ideation tools: brainstorming,

MIND MAPS & Scamper methods

Innovation examples

Thursday, March 27, 2025 CPADT 153

 thinking, creativity, innovation

Thursday, March 27, 2025 CPADT 154

 thinking, creativity, innovation

HOW MANY FILLED

CIRCLES ARE THERE ?

Thursday, March 27, 2025 CPADT 155

 thinking, creativity, innovation

WHAT CAN BE HALF OF

TWELVE ?

Thursday, March 27, 2025 CPADT 156

 thinking, creativity, innovation

Thursday, March 27, 2025 CPADT 157

 thinking, creativity, innovation

Thursday, March 27, 2025 CPADT 158

 thinking, creativity, innovation

Thursday, March 27, 2025 CPADT 159

 International Conference on Design for
2/16/2019 160
Social Development
Thursday, March 27, 2025 CPADT 162
Thursday, March 27, 2025 CPADT 163
Thursday, March 27, 2025 CPADT 164
Thursday, March 27, 2025 CPADT 165
Thursday, March 27, 2025 CPADT 166
Thursday, March 27, 2025 CPADT 167
JAWAJA project

International Conference on Design for

2/16/2019 168
Social Development
 International Conference on Design for
2/16/2019 169
Social Development
 International Conference on Design for
2/16/2019 170
Social Development
 Everyone is born creative,
but it is educated out of us at
school
Ideation Phase: Develop a concept or
set of concepts that can be shared
with the target market for feedback
and that through iteration can be
improved upon

--- --- IDEATION ---

---

Thursday, March 27, 2025 CPADT 171

 IDEATE

• In
the Ideation stage,
design thinkers
spark off ideas in
the form of
questions and
solutions through
creative and curious
activities
• When facilitated in a successful
way, Ideation is an exciting
process.
• The goal of ideation is to
generate a large number of
ideas: ideas that potentially
inspire newer, better ideas,
that the team can then cut
down into the best, most
practical and innovative ones.
• From this pool of ideas, you
can build prototyping to test
with users
• “Ideation is the mode
of the design process
in which you
concentrate on idea
generation. Mentally it
represents a process
of “going wide” in
terms of concepts and
outcomes. Ideation
provides both the fuel
and also the source
material for building
prototypes and getting
innovative solutions
into the hands of your
users.”
-d.school, An
Introduction
to Design
Thinking PROCESS
GUIDE
• The main aim of the Ideation stage
is to
use creativity and innovation in
order to develop solutions.
• By expanding the solution space,
the design team will be able to look
beyond the usual methods of
solving problems in order to find
better, more elegant, and satisfying
solutions to problems that affect a
user's experience of a product.
• In the Design Thinking process, the
Ideation stage often follows the
first two stages, which are the
Empathize stage and Define stage.
• There is a significant overlap
between the Define and Ideation
stages of a typical Design Thinking
process.
 TOOLS TO IDEATE
▪ Brainstorm Strategy
▪ Storyboard
▪ Analogies
▪ Provocation
▪ Creative Pause
▪ Challenge
Assumptions
▪ SCAMPER
▪ MindMap
▪ SIT
▪ Sketch or
Sketchstorm
▪ Three Box Thinking
& Three Box
 Basic Principles of ideation

Set a target and time

limit

Start with a problem statement

and with your own ideas

Share all generated

ideas with your team

Aim for quantity - get

lots of ideas

Encourage weird,
wacky and wild ideas
this text

Thursday, March 27, 2025 CPADT 177

 Ideation tools

BRAINSTORMING

Brainstorming was defined in 1939 by

Alex Osborn at the advertising firm
BBDO. He found that his creative
teams were more productive when
they followed ground rules, and
named the process brainstorming,
likening it to “storming a problem in
a commando fashion.”

Thursday, March 27, 2025 CPADT 178

 BRAINSTORMING PRINCIPLES

❖Go for quantity

❖Withhold criticism ** Why do you think those
❖Welcome wild ideas principles are
❖Combine and important?
improve ** how can we enable those?
ideas

Thursday, March 27, 2025 CPADT 179

IDEATE:
BRAINSTORM

• At its most basic level, a

Brainstorm session involves
sprouting related points from a
central idea.
• Brainstorming is one of the
primary methods employed
during the Ideation stage of a
typical Design Thinking
process.

• Brainstorming =
Braindumping + Brainwriting +
Brainwalking
• Brainstorming is a great way to generate many ideas by
leveraging the collective thinking of the group, engaging
with each other, listening, and building on other ideas.
• This method involves focusing on one problem or
challenge at a time, while team members build on each
other’s responses and ideas with the aim of generating as
many potential solutions as possible.
• These can then be refined and narrowed down to the
best solution(s).
• Participants must then select the best, the most practical,
or the most innovative ideas from the options they’ve
come up with.
 BRAINSTORMING RULES
I DEFER JUDGEMENT

II BUILD ON THE IDEAS OF OTHERS

III ENCOURAGE WILD IDEAS

“The best way to
have a good idea is to
IV EXPRESS IDEAS VISUALLY have lots of ideas.”

V STAY FOCUSED ON THE TOPIC

Linus Pauling
(2x Nobel
VII ONE CONVERSATION AT A TIME Laureate)

VII USE STIMULI RELATED AND UNRELATED

Thursday, March 27, 2025 CPADT 182

Thursday, March 27, 2025 CPADT 183
Thursday, March 27, 2025 CPADT 184
IDEATE:
MINDMA
P
• Mind Mapping is
an excellent group
ideation
technique.
• The initial idea
quickly leads to
expanded
concepts, or in
totally new
directions which
can then be
expanded
themselves.
 What

• A mind map is a graphical

representation utilized to visually
organize information.
• The process of mind mapping involves
penning a central theme and coming
up with new and associated ideas that
branch out from the central idea.
• The central single idea is frequently in
the format of an image drawn in the
middle of a blank landscape page to
which connected representations of
ideas such as words, images, facts,
figures, concepts or parts of words are
added as they are thought up.
 MIND MAPS

Select key
Start in the Use images, Each word
Mind word and
centre with symbols, print using or image is
Maps the main codes and upper or best alone
Guidelines idea or topic dimensions lower case sitting on its
letters own line

The lines should Use multiple colours Use

be connected, throughout the mind map,
starting from the emphasis
central image, of
for visual stimulation and and show
course! also for a better and clear associations
clustering

187

Thursday, March 27, 2025 CPADT

Thursday, March 27, 2025 CPADT 188
Context in Ecosystem: Mind Mapping Technique
Context in Ecosystem: Mind Mapping Technique
Context in Ecosystem: Mind Mapping Technique
Context in Ecosystem: Mind Mapping Technique
Thursday, March 27, 2025 CPADT 193
Six thinking
hats
JUDGEMENT EMOTION IDEAS PLANNING FACTS BENEFIT
Six Hats of DT
 Match the hats
Can you match each hat with what it symbolises? Right now the
hats and their characteristics are all jumbled up. Can you pair them
correctly? Just type your answers into the chat box, individually.

PLANNING BENEFIT EMOTION JUDGEMENT

FACTS IDEAS
 Matched hats

JUDGEMENT EMOTION IDEAS PLANNING FACTS BENEFIT

• This is a group activity
• You will get a problem statement that you need
to ideate upon in groups
• However you will need to wear all different hats Six thinking hat
to understand the different perspectives while activity
ideating
• You will be wearing each hat for 2 mins before Let’s ideate
we tell you to switch hats
• The order of switching hats will be called out real
time within the activity
• You will present your ideas as a group after the
activity

JUDGEMENT EMOTIO IDEAS PLANNING FACTS BENEFIT

 Your problem statement

Children with limited physical activity may

develop both health and psychological
problems

EMOTION IDEAS BENEFIT

JUDGEMENT PLANNING FACTS
Red Hat
Blue Hat
Green Hat
Black Hat
Yellow Hat
White Hat
 1 SCAMPER: Ideation tool
SUBSTITUTE
5

2 PUT TO
OTHER
COMBINE USES

3 6
ADAPT ELIMINATE
4 7
and was further developed by Bob
Eberle in 1971 in his book;

MODIFY/ REVERSE/
SCAMPER: Games for imagination
MINIMIZE/ REARRANGE Development”
MAGNIFY

Thursday, March 27, 2025 CPADT 208

IDEATE: SCAMPER

• The SCAMPER Technique is a

team brainstorming technique
used to develop or improve
products or services. SCAMPER
is an acronym for Substitute,
Combine, Adapt,
Modify/Magnify, Purpose,
Eliminate/Minimize and
Rearrange/Reverse.
 What
• Generating new ideas to develop a product or service is a
key skill in business.
• It helps you to stay ahead of the competition and keep your
audience satisfied.
• But it can often be difficult to come up with new ideas when
you're focusing on an existing product.
• This is where a tool like SCAMPER can help.
• It's useful for generating ideas for new products and services
by encouraging you to think about how you could improve
existing ones.
• SCAMPER refers to a series of
thought sparkers or
provocations which help you to
innovate on an existing
product, service or situation by
looking through
different lenses.
• There are seven provocation
lenses in the SCAMPER
method:
o Substitute
o Combine
o Adapt
o Modify (Also Magnify
and Minify)
o Put to another use
o Eliminate
o Rearrange
SCAMPER is a quick, easy and direct form of creative brainstorming.

You use the tool by asking questions about existing products, using each
of the seven prompts above.

These questions help you come up with creative ideas for developing
new products, and for improving current ones.

Alex Osborn, credited by many as the originator of brainstorming,

originally came up with many of the questions used in the technique.

However, it was Bob Eberle, an education administrator and author, who

organized these questions into the SCAMPER mnemonic.
 How
• First, take an existing product or service.
• This could be one that you want to improve, one that you're currently having problems with, or one
that you think could be a good starting point for future development.
• Then, ask questions about the product you've identified, using the mnemonic to guide you.
• Brainstorm as many questions and answers as you can.
• Some ideas that you generate using the tool may be impractical or may not suit your circumstances.
• Don't worry about this. The aim is to generate as many ideas as you can.
• Finally, look at the answers that you came up with.
o Do any stand out as viable solutions?
o Could you use any of them to create a new product, or develop an existing one?
o If any of your ideas seem viable, then you can explore them further.
 SCAMPER
Questions
• Look at some of the questions you could ask for each
letter of the mnemonic:
❑ Substitute
– Overall, the question to think about here is this:
What can I substitute or change in my product,
problem or process?
– You should think about substituting part(s) of
your product or process for something else.
o What materials or resources can you
substitute or swap to improve the product?
o What other product or process could you
use?
o What rules could you substitute?
o Can you use this product somewhere else,
or as a substitute for something else?
o What will happen if you change your
feelings or attitude toward this product?
 Combine
– The overall question to think about here is:
How can I combine two or more parts of my
product, problem, or process so as to achieve
a different product, problem, or process to
enhance synergy?
– Creative thinking involves combining
previously unrelated ideas, products, or
services in order to create something new
and innovative.
o What would happen if you combine
this product with another, to create
something new?
o What if you combine purposes or
objectives?
o What could you combine to maximize
the uses of this product?
o How could you combine talent and
resources to create a new approach to
this product?
 Adapt
– Overall, the question you need to think
about is:
What can I adapt in my product, problem, or
process?
– Think about which parts of the product or
process you could adapt so as to solve your
problem.
o How could you adapt or readjust this
product to serve another purpose or
use?
o What else is the product like?
o Who or what could you emulate to
adapt this product?
o What else is like your product?
o What other context could you put your
product into?
o What other products or ideas could
you use for inspiration?
 Modify (Also
Magnify and
Minify)
• Overall, the question you need to focus on is this:
o What can I modify or put more or less emphasis on in
my product, problem, or process?
o Can I change the item in some way?
o Can I change meaning, colour, motion, sound, smell,
form, or shape?
• It’s time to magnify or exaggerate your idea, product,
problem, or process or to minify it.
• These questions will give you new insights about which
components are the most important ones.
• Think about changing part or all of the current situation or
product.
• Alternatively, distort the product in an unusual way.
o What can I magnify or make larger?
o What can I tone down or delete?
o Could I exaggerate or overstate buttons, colours, size…?
o Could I grow the target group?
o What can be made higher, bigger, or stronger?
o Can I increase its speed or frequency?
 Put to Another
Use
• The overall question to consider here is this:
o How can I put the thing to other uses?
o What are new ways to use the product or
service?
o Can I reach out to other users if I modify the
product?
o Is there another market for the product?
• It’s time to work out how you may be able to put
your current product or idea to other uses and
purposes.
o What else can it be used for?
o How would a child use it?—an older person?
o How would people with different disabilities
use it?
o Which other target group could benefit from
this product?
o What other kind of user would need or want
my product?
o Who or what else may be able to use it?
 Eliminate
• Your overall question to consider here is:
What can I eliminate or simplify in my product,
design, or service?
• Think of what might happen if you were to
eliminate, simplify, reduce, or minimize parts of
your idea.
• If you continue to trim your idea, service, or
process, you can gradually narrow your challenge
down to that part or function that is most
important.
o What can I remove without altering its
function?
o Can I reduce time or components?
o What would happen if I removed a
component or part of it?
o Can I reduce effort?
o Can I cut costs?
o How can I simplify it?
 Rearrange
• Overall, you have to ask yourself this question:
o How can I change, reorder, or reverse the
product or problem?
o What would I do if I had to do this process in
reverse?
• Guiding questions:
o What can I rearrange in some way – can I
interchange components, the pattern, or the
layout?
o Can I change the pace or schedule?
o What would I do if part of your problem,
product or process worked in reverse?
o I can rearrange what in what way such that
this happens?
Example –
McDonald
’s
• McDonald’s would come to be a larger
than life household name; it may seem
hard to see in the 21st century, but the
philosophy behind its ‘formula’
revolutionized the old style of
restaurant experience.
• Take, for example, McDonald’s founder,
Ray Kroc. As he’s already done all the
hard work, it’s now easy for us to
identify some of the ideas he used in
the SCAMPER method:
o Put to other uses: Selling
restaurants and real estate
instead of just simply
hamburgers.
o Eliminate: Letting customers
serve themselves and thereby
avoiding the use of expensive
waiters.
o Rearrange: Having customers pay
before they eat.
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 IDEATE:
CHALLENGE
ASSUMPTIONS
• Challenging Assumptions is a sense-
making technique designed to break
apart a statement and discover where
assumptions may be limiting your
options.
• There are several ways of leading a
group through an exercise designed
to challenge assumptions.
 WHAT IS
CHALLENGE
ASSUMPTIONS
• There are many ways we get stuck into patterns
of thinking and doing,
making innovation difficult.
• Not so long ago, most people assumed that
humans would never be able to fly. Today, we
fly in air balloons, planes, and spaceships.
• It's easy to keep doing things the way they've
always been done, and to be comfortable with
keeping things that way.
• Change can be scary and challenging to grapple
with, though it is something we need to
become increasingly comfortable with,
considering the rapidly changing environments
we find ourselves in.
• The accelerated nature of change means
we no longer have the luxury of keeping
things the way they are.
• We should look at the way we see things
as just one of the many possible ways and
consider whether the assumptions we
make about how things should be and
how they should work may well be what is
preventing the positive change we seek.
• Tradition may provide our species with
foundations, but it has a nasty habit of
throwing up walls here and there.
 Why Challenge Assumptions?
• Some of the most established characteristics of
products, services, business models, environments and
just about any other designable thing are subject to
change at any given time.
• Not too long ago, the following questions were quite
thought-provoking, and some would call the questions
downright stupid:
o Do doors always have to have handles?
o Should taps always be hand-operated?
o Do phones really need to have a cable?
o Do cars have to have a driver and a steering
wheel?
• The new frontier of innovation is smashing assumptions we have
about how things should be and coming up with disruptive ways of
arriving at the same goals in ways we never considered possible.
• Sometimes, this completely reinvents the entire concept of achieving
that goal.
• Design Thinking celebrates ideation techniques such as Challenging
Assumptions, Worst Possible Idea, and SCAMPER, all of which help
us as designers to be creative and use our imaginations by
questioning status quo.
• It’s not stupid at all to ask so-called stupid questions which help us
challenge status quo.
• These ideation techniques are lateral thinking techniques which help us
to stand back, look at the big picture, and understand concepts.
• These methods help us focus on the parts that have perhaps been
overlooked.
• They help us challenge our assumptions and seek alternatives.
• The Design Thinking process help us to avoid getting lost in space while
continuously helping us in focusing on our users, their needs, and our
insights about them which we’ve derived from research in the Empathize
phase and our definitions which we’ve synthesized in the Define phase
of Design Thinking.
 When

• Take a step back from the challenge you're tackling and

ask some important questions about the assumptions
you have about the product, service, or situation
where you're trying to innovate.
• Challenging assumptions when you are stuck in current
thinking paradigms or when you have run out of ideas
is particularly effective. Therefore, it is good for
rebooting a flagging session.
❑ 'Are the characteristics we take for granted about
these things really crucial aspects, or are they
just so because we've all become accustomed to
them?’
❑ 'Do people really always have to wear identical
socks on both feet?—or even identical shoes, for
that matter?
❑ Are socks even necessary?'
• These kinds of questions may sound silly, and many of the assumption busters
you may come up with may indeed be silly, until you come up with something
that really makes the entire team sit up straight and say,
"Hey, why call it ‘‒¦? What if it’s really ‘XYZ’?"
• You have to ask a few dumb questions before you reach the insightful ones.
• It's not that any of the questions are really dumb, though; it’s just that it takes
some experimentation before a different yet viable way of looking at things
rears its head.
How
❑ List assumptions:
o Remember that everything is a
perspective.
o The one and only “truth” does not
exist.
o Even this statement is a perspective
or a belief.
o Typical assumptions include:
▪ That it is impossible to do
something- particularly within
constraints such as time and
cost.
▪ That something works
because of certain rules or
conditions.
▪ That people believe, think, or
need certain things.
❑ Challenge assumptions:
o Assume that you can overcome and challenge
all assumptions.
o Ask questions like:
▪ 'How could this be not true?'
▪ 'What if we could do this twice as well in
half the time?’
❑ Find ways of making the challenge a reality:
o The real challenge is to make it happen in
reality.
o Use this very same principle again.
❑Step 3: Define each branch
o Put down a key image or word for each branch as your ideas come.
o Allow the ideas to flow freely and quickly (long pauses are not to be encouraged) without
judgment on whether they are practical or crazy.
o Also, no need to bother about aesthetics. Draw freely and unconcernedly.
❑Step 4: Highlight the priorities
o The concepts of lesser importance can be represented as the twigs and drawn as thinner lines.

❑Step 5: Extend your mind map by additional

ideas
o As information and ideas keep coming, connect them to the mind map in a suitable manner.

❑Step 6: Review and revise

o After the first attempt, allow your mind to settle.
o Once it has, you may want to revisit what you did.
o Review it and revise and/or reorder it.
o Sometimes, a different sheet of paper may be required for this.
 Suggestions/Tips/Techniques

• Use colors for the whole project. Colors

give the mind map extra vitality and
arouse the brain’s creative and visual
faculties.
• Stick to single words or brief meaningful
phrases for key words. Too many words
would only cause cluttering.
• Similar information, if any, can be
clustered together.
• Capital letters are to be preferred to
small caps.
• It would be a good idea to make the
branches curved instead of straight. Only
straight lines in the map may come across
as boring to the brain.
• Use as many images as possible. Besides being easy to remember, a picture is worth a thousand
words.
• Use arrows to show connections between ideas.
• If the person wishes and if required, he can annotate the mind map. An example would be
providing references to other sources, making them identifiable by writing them down in a
different color of pen.
• One should feel free to adopt a personal style as this would boost the creative fire.
• Information in one section of the mind map may have some connection to another section.
• If this is the case, the person can draw lines to depict the cross-linkages.
• This would assist with comprehending how one aspect of the subject impacts another.
• It is also acceptable to use other visuals such as callouts or speech bubbles to depict the link to
the key/central idea or theme.
• The person should stay calm throughout the mind mapping process.
• This suggestion may not be suitable for an office environment but is good for mind mapping at
home.
• To do so, the person should distance himself from the topic to work on, by taking brief breaks
and then coming back to it clearheaded and fresh.
• A short walk could help.
• By providing the brain with rest, one will find that it becomes more forthcoming with ideas.
Applications Of
Mind Maps
• Making notes, whether for
presentations or essays, from lectures
or from secondary sources such as
books
• Studying and remembering information
(it has been propounded that mind
mapping can enhance study/learning
effectiveness by 15 percent more than
traditional note-taking
• Displaying information in a layout that
depicts the structure of a subject taken
as a whole
• Simplifying a complicated idea
• As a mnemonic
• To team up in sessions of color pen
creativity
 Advantages Of Using Mind Maps

• Spurs one on to view the bigger picture

• Requires less time to develop
• Consumes less space than notes that are chronologically arranged
• Allows large topics or projects to be broken down into manageable chunks and this broken-
down form, therefore, facilitates effective planning and minimizes chances of forgetting key
points and being overwhelmed
• Increases concentration
• Helps trigger more associations and ideas by applying radial thinking
• Provides pleasure to the eyes (once completed, the mind map appears like a mini work of art to
those who behold it).
 How
❑ Step 1: Start with the topic
o Put the topic, central concept or
idea in image form, in the center
of an empty page.
o Space on the page should be
used wisely and yet freely so that
the brain doesn’t feel unbridled,
and there is space to occupy
more and more ideas as they
come.
o Beginning in the center provides
the brain with freedom to move
in all directions and reveal
ideas/solutions more naturally
and freely.
o It may be more convenient to
position the page in landscape
orientation because that makes
drawing easier.
❑Step 2: Define the structure
o Create the fundamental structure with which you would be organizing your ideas.
o The structure would include branches radiating out from the central idea and drawn as
thick lines.
o These main branches are termed as Basic Organizing Ideas (BOIs).
Introduction to creativity and Closed
world Innovation
Example on Thinking Outside the Box
Example on Thinking Inside the Box
Problem Generators sometimes contain the solution
The Closed World Principle
Close world consists of current components and concepts Changes in
external environment are also necessary for creative ideas
Closed World Principle Example
Set of some incremental changes in close world helps in generating creative ideas
 Closed World Practical Example
Search for solutions or ideas inside the concepts or components of closed world
Limited Resources and Creativity
Changing your Mindset: An
introduction to Fixedness
 Structural Fixedness
Structural fixedness needs to be broken for creative outcome or solution
 Functional Fixedness

Lit a candle at shoulder height after leaving the wooden house for 20 minutes
Functional Fixedness
 Constraints
Constraints: The Source of Creativity
Types of Constraints
 Emerging Market Constraints
Set of constraints allow to visualize developing markets and then reverse engineer the
design or product for location where there is constraint of resources, cost or price
 Constraints Applied: ECG machine
Visualize how Physicians and Patients interact with ECG in emerging market
Constraints Applied: ECG machine
Overcoming constraints
FUNCTION FOLLOWS FORM
APPROACH
 Understanding
CreativeIdea
• High originality • High originality
• High useful • Low useful

Creative Bizarre
Idea Idea

Not
Traditional
creative
Idea
idea

• High useful • Low originality

• Low originality • Lowuseful
 Working Definition of Creative idea

Creative idea is something which is considered to be creative by the relevant population

How Successful Ideas Evolve? (Part 1)

Segregation of ideas into creative and not creativeideas

 How Successful Ideas Evolve? (Part 2)
Identify shared patterns in successful products and make sure they don’t exist in failed
ideas or products
How Successful Ideas Evolve? (Part 3)
How Successful Ideas Evolve? (Part 3)
First, understand difference in junctures as a pattern or templates
Then, validate the templates and compare performances
Function Follows Form

Introduction
 How Successful Ideas Evolve? (Part 3)
Togenerate your own innovations:
• Begin from understanding success and failures of innovations
• Identify patterns and develop templates
• Make tools which are actionable set of instructions
Two Kinds of
Problem
 FFF
Principle
Working Process ofFFF
Principle
Product development using
Subtraction Template
 Types of
Subtraction
 Subtraction from
Products

Subtracting side wheels from a bicycle to learn balancing

Subtracting iPod screen and

design an innovative
product iPod shuffle Subtracting pedals from bicycle to learn balancing
 Subtraction from Services
Subtracting no seat assignment Able to monetize non-revenue
service unintentionally solved generating assets just with an the
problem reduce delayed take-off idea of subtracting hotel rooms
due to people not coming on time
 Subtraction from Services
Subtraction of paying back mortgage Subtracting instruction sheet from
for certain period of time helped the DIY product and replacing
young couples with addition of content of sheet on the box of the
newborns in the family product
 Sedasys
Case
Subtracting screen and battery backup from the original prototype and replacing the
functions with existing equipment operation theatre

Subtraction helped in reducing footprint and cost of the system

 Taking Away to
Generate Value
Subtracting power charger and generate Subtracting features from the following
battery power for laptop by key pressing products made them popular and
served righteous purpose
Replacement: unique from routine ideas but not bizarre; somewhere near to close world of
the idea

Subtraction with Replacement

Product development using
Multiplication Template

Introducing Multiplication P&G’s Febreze

Innovating Education

Real Estate Problem Solving

Innovation Without Technology

Product development using Division
Template
 Division of thermostat from AC
ad putting it in remote control
(close to human body)

Division Applied: Products (Part 1)

 Division of freezers from top position to the
either sides or bottom of the refrigerator

Division Applied: Products (Part 2)

 Division Applied: Process

Bolivar Group used Division method for reducing number delivery days of farm equipment
Product development using Task
Unification Template
 Task Unification Applied:
Communication

Using function of the top part of the pole to Using function of luggage
represent hat, “Beautiful Hats” advertise carousel for promoting
their company Casino
Task Unification Applied: Communication

Advertisement on a bending straw of a yoga studio

 Task Unification Applied: Product
Turning on turbine while water travels Push the door handle to sanitize before
through the faucet to generate energy entering the hospital room
needed for IR sensor
Using functions of the following objects, many bars and pubs communicate ‘Don’t Drink
and Drive’ slogan

Task Unification Applied: Don’t

Drink and Drive
 Product development using
Attribute Dependency Template
 Strategy is Innovation
•why innovation is so important to strategy
•Identify the building blocks for strategic innovation
•Provide tools and frameworks to accelerate the pace and success of innovation at your
company

Dr. Vijay Govindarajan - Thought Leader on Strategy and Innovation

New York Times and Wall Street Journal Best Selling Author
Strategy is Innovation
Strategic Intent and Core Competencies
Box 3 Ideation
Innovation Execution
Innovation Execution
 Prototyping tools and
Problem Visualization

Thursday, March 27, 2025

CPADT
 What is a prototype?
A prototype is a simple
model of an idea or a How does a prototype help?
solution that has been
A protype helps to quickly get answers to the following questions:
proposed for a given
problem statement. • Do the users think that the prototype can scale up to an actual
product/service that can solve their challenges?
• Do they think it is all wrong and will not serve their purpose?
Design Thinking teams • What changes would the users suggest in the prototype?
share the prototype with
end users to quickly test or
validate their ideas without
getting into actual
implementation phases.
 IDEATE:
PROTOTYPE
• Prototyping is the shorthand of
innovation.
• A conceptual model is created
by the designer as a high-level
plan for how the
product/service will work and
fit together, that model is
known as Prototype.
 Simple to Elaborate prototypes

Simple Average Elaborate

(Low-fidelity) (Medium-fidelity) (High-fidelity)

Sketch, paper cut-out, Detailed storyboards or Wireframes, functional

high level process flow, sketches, paper / had crafted prototypes, etc.
schematic diagram, short models, detailed process flow,
skit detailed diagram
 Low Fidelity
Prototyping
• Low fidelity prototyping are often
paper-based and do not allow user
interactions.
• They range from a series of hand-
drawn mock-ups to printouts.
• In theory, low-fidelity sketches are
quicker to create.
• Low-fidelity prototypes are helpful
in enabling early visualization of
alternative design solutions, which
helps provoke innovation and
improvement.
 High Fidelity
Prototyping
• High-fidelity prototypes are computer-based, and
usually allow realistic (mouse-keyboard) user
interactions.
• High-fidelity prototypes take you as close as
possible to a true representation of the user
interface.
• They are assumed to be much more effective in
collecting true human performance data (e.g., time
to complete a task), and in demonstrating actual
products to clients, management, and others.
Role playing e.g. Ideo team actually trying to fit into a small space for airline service design
(how close can you get when you are sleeping) or restaurant workflow – remap the flow
of employees as they are producing food to make it more efficient and higher quality

Thursday, March 27, 2025 CPADT 311

FAIL FAST, FAIL OFTEN

Yes, prototype is the phase where iterations begin in the Design Thinking
process. Based on user inputs, the first simple (low-fidelity) prototype is
modified, updated and fine-tuned into elaborate (high-fidelity) prototypes and
finally a functional prototype.

Empath
ize Define Ideate

Prototy
Test pe

Fail fast and often as innovative breakthroughs arise from failure.

 Why
Communication Develop
Prototype &discuss ideas with
stakeholders.
requirements and
/or specifications.
s
Evaluate interface
Learning and effectiveness for
problem solving communicating
conceptual models.

Further Develop
Save time and
conceptual and
money
physical design
Key principles of prototyping

•Near to real feel to users

•Rough enough that it can thrown away

• Fast enough that we don't get emotional with it

•Detailed enough that our users can experience key features of our solution

Thursday, March 27, 2025 CPADT 314

 Take the first step and start to build the
prototype. Do not procrastinate.

Primary
Do not waste too much of time on building
Guidelines a single prototype.

for
Prototyping The prototypes must be built with the end
user in mind.

:
The prototype must not be a mere piece
of trash; it must create an experience for
the user.
 TEST
• Good judgement comes
from experience.
Experience comes from
bad judgement“
-Will Rogers, UX
Designer

• The testing phase allows

the designers to gain the
feedback and insights
that may not be possible
without testing their
prototypes.
 Why is testing needed in dt
• Feedback from the user is extremely
valuable

• If we do not get a clear understanding

of what users need the solution will fail
• Design Thinking is a flexible and non-
linear process
• Testing can be done throughout the
five steps of Design Thinking, though
usually it is done at the Prototyping
stage
• Testing can be combined with the
Define stage. Design Thinkers gather
observations about the users. When
those observations are taken through
testing, they may give insights which
could change the problem statement

• Similarly, prototyping can happen

before ideation. Designers create
simple prototypes to better understand
the users
 Methods for Testing

1. Feedback Capture Grid

LIKES CRITICISMS

QUESTIONS IDEAS
 Methods for Testing

2. I LIKE, I WISH, WHAT IF

I LIKE I WISH WHAT IF

 PA R A M E T E R S F O R
U S E R A C C E P TA N C E
TESTING
Student Projects: Parking
Issues
Student Projects: Parking Issues

Thursday, March 27, 2025 CPADT 322

Student Projects: Mobile
Addiction
Student Projects: Traffic
Problem
Student Projects: Traffic
Problem
Student Projects: VNRVJIET
Library
Student Projects: VNRVJIET Library
 Design Thinking tools

Thursday, March 27, 2025

CPADT
 ● CANVA: https://www.canva.com/ (For creating posters, lesson plan,
certificate any thing)
● COGGLE: https://coggle.it/ (For creating Mindmaps)
● GOOGLE JAMBOARD: https://jamboard.google.com/ (For creating
poster with your hand writing and inserting stick notes and images)
● GOCO.LIVE: https://app.goco.live/ (for creating rooms for discussion)
● MURAL:https://app.mural.co/
For Brainstorming, customer journey map, persona, mindmaps

Thursday, March 27, 2025 CPADT 329

 Online Tools for Design THinking!
CANVA

https://www.canva.com/

COGGLE

https://coggle.it/

GOOGLE JAMBOARD

https://jamboard.google.com/

GOCO.LIV

https://app.goco.live/

Thursday, March 27, 2025 CPADT 330

 Sustainability

• Sustainable Design Approaches Concern for Environment and

Sustainability in Design, Case Studies to understand good Design For
Environment (DFE) Decisions; Design Considerations in the five stages
of the Product Life Cycle.

331
 The 17 sustainable development
goals (SDGs) to transform our world:

332
 Content

▪ Introduction.
▪ Design for “X”?
▪ Design Thinking Integrated into Design for Sustainability.
▪ Design Considerations in the five stages of the Product Life Cycle.
▪ Conclusion
▪ References

333
I. Introduction.``

• The focus in this chapter is on how a sustainability approach can be merged

with Design thinking to develop socially responsible and environmentally
sustainable products.
• Design thinking brings a human-centered approach to designing for
sustainability by combining empathy for the people impacted by the
service/product being designed with creativity in developing radical solutions,
and rationality to analyze what is feasible in the given context.
• When Designs inspire individual consumers/end users to change their behaviors
and act in a more sustainable manner.
• In this chapter, design thinking is merged with design for sustainability insights
to provide a means whereby consumers become inseparable partners in ensuring
the durability of our natural, social, and economic environments.

334
https://www.researchgate.net/figure/Framework-model-of-sustainable-design-effectiveness

335
336
https://medium.com/disruptive-design/quick-guide-to-sustainable-design-strategies-641765a86fb8
II. Design for “X”?
“everything is connected to everything else.” An introduction to and
evaluation of a range of design for “X” sustainable strategies.
Over the years, numerous product design criteria have been introduced to
manufacturers in varying degrees as a way of thinking about the impact of
new products and services on the environment
• A Range of Design for “X” Strategies

Design for Reuse Design for Design for Design for

and Recoverye Repair & Manufacturabilit Human Safety
Upgrade y
Design for Design for Design for Design for
Abundance Materials Deconstruction Recyclability
Optimizatione and Flexibility
Design for Design for Design for Design for
Economic Release Human Capital Release
Capital Reduction Reductionc338
https://www.tefen.com/insights

339
Design for effectiveness.
• Design for Effectiveness. a product or service could meet criteria for eco-
efficiency but not be eco-effective, which refers to not just minimizing a
negative footprint, but also having a positive footprint through
sustainable growth.
For example: some opponents to electric vehicles (EVs) argue
that the additional resources needed to manufacture the more expensive EV,
the use of nonrenewable energy to power the vehicle and the disposal of
toxic batteries does more harm to the environment than good. EVs may be
eco-efficient but some critics doubt if they are eco-effective. Eco-
effectiveness takes a cradle-to-cradle approach to the product/service life
cycle where products are not taken to the ‘grave’ but are upcycled back into
the system.

340
Design for effectiveness: Process Flow Diagram.

341
342
 Eco-design: how to manufacture sustainable
products to satisfy consumers

https://www.iberdrola.com/

343
 Bamboo Water Bottles Made By An
Indian Student As An Alternate For
Plastic Is Brilliant

https://noonecares.me/
III. Design Thinking Integrated into Design for Sustainability
Regardless of the approach, the general belief is that design thinking combines
“empathy for the context of a problem, creativity in the generation of insights
and solutions, and rationality in analyzing and fitting various solutions to the
problem context”

346
 What Is?
• The goal of the What is phase of discovery is to frame sustainability
problems from the consumers'/end-users' perspective. Typical questions
posed are:
• What are the customers‘ sustainability needs and wants?
• What sustainability problems do end users see from product use? What
recycling programs are in place for recovery and reuse?
• How do consumers participate?
• During the What is phase, a deep understanding of customers' habits,
routines, and customs is uncovered. Methods to use in the What is phase
include: Visualizing sustainability

347
 What If?

• All the sustainability information gathered in the What is stage is now utilized
in the What if stage to create a definitive sustainable product/service design
usin brainstorming exercises.The What if stage includes sustainability
brainstorming and concept Development.
❑ Sustainability Brainstorming.
❑ Sustainability via emotionally durable attachment.
❑ Sustainability via Eternally Yours designs.
❑ Sustainability in Concept Development.

348
 What wows

• The goal of What wows is to determine if the sustainable product/service

designed in What if actually enchants the consumer as intended.
• There are two steps in What wows: sustainability assumption testing and rapid
prototyping. In both steps, physical experiments are conducted with potential
users to determine if the product/service meets the sustainable design criteria
and “wows” the consumer.
▪ Sustainability Assumption Testing.
▪ Sustainability via Rapid Prototyping.

349
 What works?

• There are two steps in What works:

• sustainability via customer co-creation and learning launch. The first step allows
designers to gauge reactions and impressions of the customer and to understand
how the sustainable product delivers on its intended value.
• The second step allows designers to capture consumers' revealed behaviors
regarding sustainability and not just their stated behaviors that were captured in
previous design steps. Sustainability performance indicators and metrics can then
be evaluated to determine if the resulting design indeed meets the design goals.
▪ Sustainability via customer co-creation.
▪ A sustainability learning launch.
▪ Sustainability metrics.

350
Photo Stories

Before After

351
 Conclusion

❑ In this chapter. The first three are sustainability approaches typically used
by engineers in product/service development,
❑ The design thinking for sustainability (DFE) approach as presented
draws on the strengths of the first three and, further, proactively includes
the consumer as a co-development partner.
❑ Based on the premise that a lack of empathy in the use of the innovation
can be the sustainability goals of even the best designed product.
❑ DFE approach has much greater potential to have a significant impact by
creating products and services that integrate empathy for the environment
and society into product and service designs.

352
353
Product Life-Cycle

3/27/2025 354
References
1. Autodesk (2014). Autodesk sustainability workshop. Retrieved January 31, 2015, from
http://academy.autodesk.com/sustainable-design
2. Birkeland, J. (2002). Design for sustainability: A sourcebook of integrated, eco-logical solutions. London,
England: Earthscan. Brown, T., & Wyatt, J. (2010). Design thinking for social innovation. Stanford Social
Innovation Review, 8(1), 30–35.
3. Chapman, J. (2005). Emotionally durable design: Objects, experiences and empathy, London, England:
Earthscan.
4. Commoner, B. (1971). The closing circle: Nature, man, and technology. New York, NY: Random House,
Knopf.
5. Curran, M. A. (1996). Environmental life-cycle assessment. New York, NY: McGraw-Hill.
6. Fiksel, J. (2011). Design for environment: A guide to sustainable product development, 2nd edition. New York:
McGraw-Hill.
7. Goedkoop, M. J., van Halen, C. J. G., te Riele, H. R. M., & Rommens, P. J. M. (1999). Product service systems,
ecological and economic basics. The Hague, Den Bosch & Amersfoort: Pi. MC, Stoorm CS & PRé Consultants.
8. Heiskanen, E., Kasanen, P., & Timonen, P. (2005). Consumer participation in sustainable technology
development. International Journal of Consumer Studies, 29(2), 98–107.
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Management International, 23, 23–30. Kelley, T., & Kelley, D. (2013). Creative confidence

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