At work we are currently implementing design thinking as part of implement Agile. I’ve read a little about the topic, but thought it would be worth getting a deeper understanding. I picked up Change by Design by Tim Brown, the CEO of IDEO.
Tim does a great job of introducing design topics to those who are unfamiliar with the field. One of the first concept he introduces is the idea of constraints. A good designer needs to balance the items that are created between feasibility – what can actually be created, viability – products that make business sense, and desirability – products that people will want to use. A good design project will start with a brief that gives the designer the key constraints the product needs to fill. In the past, the designer may have been working on the project alone, but today project teams often include engineers, psychiatrists, and business people. Helping all of them understand the design process, how designers think, or design thinking, is key to successfully creating products that meet new and tougher constraints.
One of the first key steps in this process is making sure peoples’ needs come first. To help find the right solution, designers need to get in touch with who they are designing for. A 25 year old designer is going to have a different experience from their 82 year old grandmother who is suffering from arthritis. A key component of the design process is working carefully to get as close to the end users as they can, so designers can start the end user needs. Many people focus on the average users, but Tim suggests that some of the best ideas may come from the extremes, seeing how people are being innovative about finding new uses, and then applying those ideas to see where they will fit the masses.
In understand ideas, Tim introduces the ideas of divergent vs convergent thinking and analysis vs synthesis. Divergent thinking is trying to find a wide variety of different ways to solve a problem. Convergent thinking consists of looking at a number of different options and choosing the best one. Analysis consists of taking a problem apart to understand all of the different pieces. Synthesis consists of looking at all the different pieces of a problem and looking for a pattern that will provide a solution. Often times, conventional thinking consists of convergent thinking (trying to find the best answer) and analysis (trying to take a problem apart). Design thinking actually focuses on using all four. Designers start with analysis, taking a problem apart, and divergent thinking, brainstorming for ideas to find an answer. However, they also need synthesis, looking for patterns to find a solution, and ultimately, convergence, finding the best answer to the problem. The idea is to provide more tools to allow individuals to find better solutions.
Another important concept Tim discusses in the book is the power of prototyping. Many of us think of a prototype as a working model that takes a lot of money and energy to develop. This may be one of the final prototypes, but prototypes start any time we start designing a solution. Picking up a piece of paper and starting to draw a product is starting to prototype. He encourages prototyping as soon as possible, since as soon as you start to design the product, you start to change the way you think. Solutions looked great all of a sudden don’t work. Things you wouldn’t have thought of start to appear as you try to actually create an end product. Early designs are primarily for the team, and can be used to bounce ideas off of each other. Later, more polished designs should be put in front of end users so you can see the way they react to them. The key is that the sooner you start prototyping, the sooner you can start creating a solution.
While many people think of designers as creating end products, the field is being used more and more in services, or to create an experience. This has been especially true in hospitality or dining, where a bad experience, and a bad review, can create serious issues. The process again starts with understanding the emotions and experience of those who are experiencing the service. It involves understanding all of the different pieces that will be involved, and what tools those who are creating the experience are going to need. Ultimately, designers create an experience blue print that will define what the end experience will be like, that can then be used to provide the training needed to ensure everyone involved understands what is needed, since one small detail can be key in the ultimate experience.
As I went through the book, I felt like the author did an excellent job of not only introducing new concepts, but doing so with a mixture of examples and stories that help provide context and ideas of how they could be applied. While many of the models I had read about introduced some of the steps that needed to be followed, Tim provides examples you can relate to and understand so these concepts begin to take life. We are seeing design thinking applied to a variety of different areas. It pairs well with Agile which is focused on quickly bringing working systems to customers. Design thinking then helps make sure these systems are much closer to start out with to not only what customers will need, but to something they will want to use. It’s easy to see why the field is gaining popularity so quickly, and I’m looking forward to applying the principles.