Design thinking ppt UNIT III DT -.pptx

Design thinking

1. UNIT III DEFINE PHASE By Dr.K.Sengottaiyan Assoc. Professor, Mech. [email protected] 22CB005 – Design Thinking Thanks to and Resource from : Lee Chong Hwa, "Design Thinking The Guidebook", NA Edition, Design Thinking Master Trainers of Bhutan, NA, 2017.

2. Unit Wise Syllabus 8/30/2025 UNIT II _ EMPATHIZE 2 UNIT I INTRODUCTION 9 Introduction to design thinking - Importance of design thinking for business – Phases of design thinking – Experiential activity – Case study. UNIT II EMPATHIZE PHASE 9 Empathize phase - Steps involved - Immersion activity- Questionnaire – Empathy map for case study UNIT III DEFINE PHASE 9 Creation of personas in define phase – steps in problem statement creation -problem statement definition – Examples – Key problem statements. UNIT IV IDEATION PHASE 9 Ideation phase steps – Ideation games – Ideate to find solutions – Doodling –Storytelling in presenting ideas and prototypes. UNIT V PROTOTYPE AND TESTING 9 Importance of prototype in design thinking –Guidelines - Prototyping the idea –Value proposition statement – Testing in design thinking – Prototype testing –Documentation – Design thinking in functional work – Mapping design thinking to agile methodologies.

3. Design thinking-the Define stage

4. Design thinking-the Define stage Design thinking,-the Define stage Involves synthesizing the information gathered during the Empathize stage to precisely define the core problem(s) that need to be addressed.  It's a crucial phase where the focus shifts from understanding users to formulating a clear, actionable problem statement that guides the subsequent stages of the design process . 

5. Key aspects of the Define stage: Synthesizing insights: Designers analyze and interpret the data collected during the Empathize stage (user research, observations, etc.) to identify patterns, needs, and pain points.  Problem definition: The goal is to translate the gathered information into a clear and concise problem statement, often referred to as the Point of View (POV) or design challenge.  Human-centered approach: The problem statement should be framed from the user's perspective, focusing on their needs and aspirations.  Actionable insights: The defined problem should be specific enough to guide the ideation and prototyping phases, providing a clear direction for the design team. 

6. Getting Focused The define step in the design thinking process is usually seen as a “ narrowing” activity .  After collecting volumes of user information at the empathy stage, it is time to distill down to one specific user group and their needs. Narrowing the focus is important, because as you gain a clearer understanding of what your observations mean, you can use them as inspiration to solve your challenge .

7. Sensemaking Sometimes the define phase is described as a “ sensemaking ” process, as innovators work to determine the fundamental issues underlying a design challenge . Doing the hard work at the outset to define the core questions you’re seeking to answer, and make sense of the user needs you’re trying to meet, helps save resources such as money, materials, time . In the define stage, you will convert early insights into actionable ideas through the following activities:

8. Sensemaking Capturing Learnings .  Learnings are the recollections of what stood out during a conversation or observation: direct quotes, anecdotes, notes on sounds, smells, textures, colours , etc. Identifying Themes.  Themes are created after you have organized your observations from field research into categories. They are the headlines for clusters of similar learnings . Distilling Insights.  Insights are a succinct expression of what you have learned from your field research activities. They always offer a new perspective, even if they are not new discoveries. They are inspiring and relevant to your challenge. Crafting Messaging.  Experiment with the wording and structure to best communicate your insights. Create short and memorable sentences that get to the point. Share your message with an outsider to check whether they need more refining. Ref:https ://pressbooks.pub/innovationbydesign/chapter/define/#:~:text=Getting%20Focused,inspiration%20to%20solve%20your%20challenge.

9. Problem Finding and Scoping Define the design challenge you’re facing In this stage of the design thinking process, you will work hard to identify and focus on the problem you strive to address and/or the challenge you are seeking to solve.   A clearly defined design challenge will guide your questions and help you stay on track throughout the innovation process. Write a short brief that clarifies the challenge you plan to address. Write it as if you were handing it to someone else to design with. Capture your thoughts on why this is a problem, and what the opportunity for a design innovation will be.

10. Reframe the challenge. In order to be truly generative, you must reframe your challenge or problem into an opportunity for innovation. You can do this by rewriting the problem statement beginning with “how might we?” questions.

11. What Makes a Good Problem Statement? Human-centered.  This requires you to frame your problem statement according to specific users, their needs and the insights that your team has gained in the Empathise phase. The problem statement should be about the people the team is trying to help, rather than focusing on technology, monetary returns or product specifications. Broad enough for creative freedom.  This means that the problem statement should not focus too narrowly on a specific method regarding the implementation of the solution. The problem statement should also not list technical requirements, as this would unnecessarily restrict the team and prevent them from exploring areas that might bring unexpected value and insight to the project. Narrow enough to make it manageable.  On the other hand, a problem statement such as , “Improve the human condition,” is too broad and will likely cause team members to easily feel daunted.  Problem statements  should have sufficient constraints to make the project manageable.

12. Defining “What is the real problem we are facing?” Recognizing the real-world issue that users are experiencing. Bringing the hidden or vague problem "face to face" so it is clear and actionable. Framing the challenge in a human-centered way rather than a technical-only description.