Inform to Inspire

Inform to Inspire

A talk I presented at #fowd 2012 on using problem framing and research to enhance our creative process.

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Steph Troeth

May 16, 2012
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Transcript

  1. Future of Web Design 2012, London Stephanie Troeth Inspire Inform

    to
  2. Hi! I’m Steph. @sniffles

  3. Sorry for the funny accent. Born here Grew up here

    Lived here Living here
  4. Who are you?

  5. Idea.

  6. The best way to think about epiphany is to imagine

    working on a jigsaw puzzle. [...] The only reason that the last piece is significant is because of the other pieces you’d already put into place. —”The Myths of Innovation”, Scott Berkun
  7. We can get too attached to ideas.

  8. Ownership is not limited to material things. It can also

    apply to points of view. Once we take ownership of an idea—whether it’s about politics or sports— what do we do? We love it perhaps more than we should. We prize it more than it is worth. And most frequently, we have trouble letting go of it because we can’t stand the idea of its loss. — “Predictably Irrational”, Dan Ariely.
  9. Idea. ? a way to a solution

  10. “Well, I gave my mind a thorough rest by plunging

    into a chemical analysis. One of our greatest statesmen has said that a change of work is the best rest. So it is. When I had succeeded in dissolving the hydrocarbon which I was at work at, I came back to our problem of the Sholtos, and thought the whole matter out again.” — “Sherlock Holmes: The Sign of Four”, Arthur Conan Doyle “You recollect how annoyed I was at being baulked by so small a thing?” “Yes.” http://www.flickr.com/photos/wsmonty/4182466358/ http://www.flickr.com/photos/wsmonty/4182466426/
  11. Giving your mind a rest.

  12. Idea. a way to solution ?

  13. Idea. a way to solution Incubation?

  14. Ҫఈ೭֝ A frog at the bottom of a well.

  15. Expand our world. (crawl out of our well)

  16. Inspiration by (free) association

  17. Tony Buzan’s “Radiant thinking” Brian Eno’s “Oblique Strategies” The Standardistas’

    “Double Whammy” Stephen Anderson’s “Mental Notes” The Standardistas’ “Pic’n’Mix” @standardistas’ workshop “Good Ideas Grow On Paper”:
  18. Similar or different?

  19. Idea. ? solution space problem space

  20. Problem framing

  21. The problem frame is your point of departure. (And where

    you return.)
  22. What problem(s) are we solving? Who are we solving it

    for? Why are we solving it? What impact do we want to have? How do we measure success?
  23. business model canvas What are the most important costs inherent

    in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? ATeT]dTBcaTP\b Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? 2WP]]T[b 2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb RWP]]T[_WPbTb) 0fPaT]Tbb  7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb. !4eP[dPcX^]  7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^]. "?daRWPbT  7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRX R_a^SdRcbP]SbTaeXRTb. #3T[XeTah  7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab. $0UcTabP[Tb  7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac. <Pbb<PaZTc =XRWT<PaZTc BTV\T]cTS 3XeTabX TS <d[cXbXSTS?[PcU^a\ TgP\_[Tb ?Tab^]P[PbbXbcP]RT 3TSXRPcTS?Tab^]P[0bbXbcP]RT BT[UBTaeXRT 0dc^\PcTSBTaeXRTb 2^\\d]XcXTb 2^RaTPcX^] For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab :ThATb^daRTb 2^bcBcadRcdaT What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]VcWT9^Q3^]T| 3TbXV] 1aP]SBcPcdb ?aXRT 2^bcATSdRcX^] AXbZATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RTDbPQX[Xch RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\B^[eX]V ?[PcU^a\=Tcf^aZ ch_Tb^UaTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[QaP]S_PcT]cbR^_haXVWcbSPcP 7d\P] 5X]P]RXP[ \^cXePcX^]bU^a_Pac]TabWX_b) >_cX\XiPcX^]P]STR^]^\h ATSdRcX^]^UaXbZP]Sd]RTacPX]ch 0R`dXbXcX^]^U_PacXRd[PaaTb^daRTbP]SPRcXeXcXTb Xbh^daQdbX]Tbb\^aT) 2^bc3aXeT][TP]TbcR^bcbcadRcdaT[^f_aXRTeP[dT_a^_^bXcX^]\PgX\d\Pdc^\PcX^]TgcT]bXeT^dcb^daRX]V EP[dT3aXeT]U^RdbTS^]eP[dTRaTPcX^]_aT\Xd\eP[dT_a^_^bXcX^] bP\_[TRWPaPRcTaXbcXRb) 5XgTS2^bcbbP[PaXTbaT]cbdcX[XcXTb EPaXPQ[TR^bcb 4R^]^\XTb^UbRP[T 4R^]^\XTb^UbR^_T fffQdbX]Tbb\^ST[VT]TaPcX^]R^\ CWT1dbX]Tbb<^ST[2P]ePb >]) 8cTaPcX^]) 3TbXV]TSQh) 3TbXV]TSU^a) Day Month Year No. ch_Tb) 0bbTcbP[T DbPVTUTT BdQbRaX_cX^]5TTb ;T]SX]VAT]cX]V;TPbX]V ;XRT]bX]V 1a^ZTaPVTUTTb 0SeTacXbX]V gTS_aXRX]V ;Xbc?aXRT ?a^SdRcUTPcdaTST_T]ST]c 2dbc^\TabTV\T]cST_T]ST]c E^[d\TST_T]ST]c Sh]P\XR_aXRX]V =TV^cXPcX^]QPaVPX]X]V HXT[S<P]PVT\T]c ATP[cX\T<PaZTc This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:/ /creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  24. Understanding who you are designing for.

  25. User matrices Hat tip: David Rollert, whose original method I

    adapted (one tool among many)
  26. Example: The “Run Collector”

  27. 1. Establish your axes social individual explore compete frequent occasional

    visitor local curious engaged
  28. None
  29. 2. Choose two key axes. 3. Identify questions. ✦ What

    do they need? ✦ What do they want? ✦ What can they do?
  30. set a record stalk other runners visitor local explore compete

    What can they do?
  31. find new routes share local insight create most popular route

    set a record find new routes set a record stalk other runners find new routes set a record visitor local explore compete What can they do? (acquainted)
  32. 4. Vary your axes, then your questions. 5. Rinse and

    repeat.
  33. key insight

  34. User modelling with user matrices Uncover your underlying assumptions Uncover

    assumptions on behaviour, needs and motivation Establish hypotheses Validate with research Find out what you know and what you don’t know
  35. Research (and conquer)

  36. Ask questions. Look for some answers. I wonder if ...?

    Would it..? Can it..? Hypothesise. Know your assumptions.
  37. Common user research methods open-ended close-ended “listening labs” “contextual enquiry”

    interviews scenario testing remote testing tools surveys focus groups card sorting exploring the problem space improve the solution heuristic evaluation personas A/B testing analytics
  38. Someone else might have done relevant research.

  39. Try it for size. Sketch. Prototype.

  40. Leah Buley’s six-up. Sketch six different versions of an interface

    within a limited time.
  41. http://webstandardssherpa.com/

  42. http://webstandardssherpa.com/

  43. None
  44. Take a well- deserved rest. (do something completely different.)

  45. solution space problem space incubation inspiration & research problem framing

    prototyping Ideas
  46. solution space problem space incubation inspiration & research problem framing

    prototyping Ideas
  47. Rinse, repeat. Swap in, swap out.

  48. How do we plan for this?

  49. Problem framing Monday Inspiration & research Prototype Tuesday Wednesday Thursday

    Friday Incubate Incubate Incubate Incubate Incubate Incubate Prototype
  50. Problem framing Monday Inspiration & research Prototype Tuesday Wednesday Thursday

    Friday Incubate Incubate Incubate Incubate Incubate Inspiration & research Prototype
  51. Problem framing Monday Inspiration & research Prototype Tuesday Wednesday Thursday

    Friday Incubate Incubate Incubate Incubate Incubate Problem framing Prototype
  52. Delay the decision. Get unstuck from your first idea.

  53. Your creative process is not an assembly line. design

  54. Inspiration is not magic.

  55. Inspiration is in your hands.

  56. Thank you! (Yes, these slides will be online.)

  57. My eternal gratitude to great shoulders I stand upon: David

    Rollert, Johanna Kollmann, Olivier Thereaux, and my sister Samantha who drew the proto-frog. Stephanie Troeth @sniffles http://about.me/stephtroeth funny cat photo “It’s not that I’m smart, it’s just that I stay with problems longer.” — Albert Einstein