Design Thinking Crash Course

Presented by Kevin Tuskey Experience Design Lead at SingleStone for the May 16th 2018 lightning talks.

Transcript

1. DESIGN
 THINKING CRASH COURSE M AY 16 , 2 018
4. KEVIN TUSKEY S I N G L E S T O N E 
 U S E R E X P E R I E N C E D E S I G N L E A D RYAN SHRIVER S I N G L E S T O N E 
 C L O U D & D E V O P S L E A D
6. WHAT IS
 DESIGN THINKING?
7. USING THE
 HUMAN-CENTERED TOOLS OF A DESIGNER TO SOLVE PROBLEMS
8. WHAT IS DESIGN THINKING
 NOT?
9. WHAT IS DESIGN THINKING
 NOT? INVESTORS TECHNOLOGY MANUFACTURING ADVERTISING
10. WHAT IS DESIGN THINKING
 NOT? INVESTORS TECHNOLOGY MANUFACTURING ADVERTISING
11. WHAT IS DESIGN THINKING
 NOT? INVESTORS TECHNOLOGY MANUFACTURING ADVERTISING
12. WHAT IS DESIGN THINKING
 NOT? INVESTORS TECHNOLOGY MANUFACTURING ADVERTISING
14. THE BIRTH OF
 DESIGN THINKING
18. IDEO’S INNOVATION
 FRAMEWORK
19. The problem
 that motivates
 the search for solutions INSPIRATION IDEO’S INNOVATION
 FRAMEWORK
20. Generating, exploring, developing, and testing ideas IDEATION The problem
 that motivates
 the search for solutions INSPIRATION IDEO’S INNOVATION
 FRAMEWORK
21. IMPLEMENTATION Building
 ideas and launching them
 in the market Generating, exploring, developing, and testing ideas IDEATION The problem
 that motivates
 the search for solutions INSPIRATION IDEO’S INNOVATION
 FRAMEWORK
22. IMPLEMENTATION Building
 ideas and launching them
 in the market Generating, exploring, developing, and testing ideas IDEATION The problem
 that motivates
 the search for solutions INSPIRATION IDEO’S INNOVATION
 FRAMEWORK
27. OBSERVATIONS
28. OBSERVATIONS INSIGHTS
29. OBSERVATIONS INSIGHTS PRODUCTS
30. OLD NEW Hierarchy Efficiency Predictability Collaboration Exploration Risk Taking
31. OLD NEW Hierarchy Efficiency Predictability Collaboration Exploration Risk Taking
32. DELIVER OUTCOMES,
 NOT JUST OUTPUT.
35. DEFINE THE PROBLEM
36. FRAME THE PROBLEM
 BY ANSWERING FOUR QUESTIONS What is the problem
 you are trying to solve? What is the impact? Why is it important now? Who is affected? 1 2 3 4
37. OPEN OR TIGHTEN
 THE PROBLEM STATEMENT
38. OPEN OR TIGHTEN
 THE PROBLEM STATEMENT “We don’t have a car to take us from town to the river.”
39. OPEN OR TIGHTEN
 THE PROBLEM STATEMENT “We don’t have a car to take us from town to the river.” “We don’t have a vehicle to take us from town to the river.”
40. OPEN OR TIGHTEN
 THE PROBLEM STATEMENT “We don’t have a car to take us from town to the river.” “We don’t have a vehicle to take us from town to the river.” “We don’t have a way to get from town
 to the river to get us water.”
41. OPEN OR TIGHTEN
 THE PROBLEM STATEMENT “We don’t have a car to take us from town to the river.” “We don’t have a vehicle to take us from town to the river.” “We don’t have a way to get from town
 to the river to get us water.” “We don’t have a way to get water.”
42. EMPATHY
49. We build bridges of insight
 through empathy.
50. KNOW YOUR AUDIENCE.
51. STUDY YOUR AUDIENCE.
52. INTERVIEW YOUR AUDIENCE.
53. OBSERVE YOUR AUDIENCE.
54. FEEL WHAT YOUR AUDIENCE FEELS.
55. TEST THINGS
 WITH
 YOUR AUDIENCE.
56. BECOME YOUR AUDIENCE.
57. GAINING INSIGHTS
 THROUGH RESEARCH
58. GAINING INSIGHTS
 THROUGH RESEARCH The Data Detective — Desk research
59. GAINING INSIGHTS
 THROUGH RESEARCH The Data Detective — Desk research The Journalist — Interviews
60. GAINING INSIGHTS
 THROUGH RESEARCH The Data Detective — Desk research The Journalist — Interviews The Anthropologist — Observation
61. GAINING INSIGHTS
 THROUGH RESEARCH The Data Detective — Desk research The Journalist — Interviews The Anthropologist — Observation The Impersonator — Experiences
62. GAINING INSIGHTS
 THROUGH RESEARCH The Data Detective — Desk research The Journalist — Interviews The Anthropologist — Observation The Impersonator — Experiences The Scientist — Experiments
63. GAINING INSIGHTS
 THROUGH RESEARCH The Data Detective — Desk research The Journalist — Interviews The Anthropologist — Observation The Impersonator — Experiences The Scientist — Experiments The Co-Creator — Collaboration
64. DIVERGENT
 THINKING
67. DIVERGE 
 CONVERGE
68. GO WIDE 
 GO NARROW
69. WRITE 
 EDIT
70. CREATE 
 CURATE
71. FLARE 
 FOCUS
72. WHAT MIGHT BE? 
 WHAT SHOULD BE?
73. PROTOTYPING
74. PROTOTYPING “Fail often
 to succeed sooner.” – David Kelly, Founder of IDEO
75. WHY
 PROTOTYPE?
76. WHY
 PROTOTYPE? • Gives us something to react to
77. WHY
 PROTOTYPE? • Gives us something to react to • Allows concepts to be experienced
78. WHY
 PROTOTYPE? • Gives us something to react to • Allows concepts to be experienced • Encourages feedback,
 early and often
79. WHY
 PROTOTYPE? • Gives us something to react to • Allows concepts to be experienced • Encourages feedback,
 early and often • Lets us fail safely, quickly,
 and cheaply
80. WHY
 PROTOTYPE? • Gives us something to react to • Allows concepts to be experienced • Encourages feedback,
 early and often • Lets us fail safely, quickly,
 and cheaply
81. KINDS OF PROTOTYPES
82. WORDS
86. NAPKIN
 SKETCHES
93. PAPER PROTOTYPING
99. PHYSICAL PROTOTYPING
103. DIGITAL PROTOTYPING
105. HOW TO INNOVATE WITH
 DESIGN THINKING
106. ADOPT A
 BIAS OF ACTION.
107. PRIORITIZE DISCOVERY BEFORE BUILDING.
108. SKIP THE WIREFRAMES.
109. EMBED
 DESIGNERS ON AGILE TEAMS.
110. GET CLOSER
 TO USERS.
112. CHANGE
 BY DESIGN How Design Thinking Transforms Organizations and Inspires Innovation by Tim Brown, CEO and President of IDEO
113. CREATIVITY, INC. Overcoming the Unseen Forces that Stand in the Way of True Inspiration by Ed Catmull, President of Pixar
 and Disney Animation
114. LEAN UX Applying Lean Principles to
 Improve User Experience by Jeff Gothelf
115. SPRINT How to Solve Big Problems and Test New Ideas in Just Five Days by Jake Knapp, Design Partner at
 Google Ventures
116. THANK YOU!