The design thinking process is a problem-solving design methodology that helps you develop solutions in a human-focused way. Initially designed at Stanford’s d.school, the five stage design thinking method can help solve ambiguous questions, or more open-ended problems. Learn how these five steps can help your team create innovative solutions to complex problems.
As humans, we’re approached with problems every single day. But how often do we come up with solutions to everyday problems that put the needs of individual humans first?
This is how the design thinking process started.
The design thinking process is a problem-solving design methodology that helps you tackle complex problems by framing the issue in a human-centric way. The design thinking process works especially well for problems that are not clearly defined or have a more ambiguous goal.
One of the first individuals to write about design thinking was John E. Arnold, a mechanical engineering professor at Stanford. Arnold wrote about four major areas of design thinking in his book, “Creative Engineering” in 1959. His work was later taught at Stanford’s Hasso-Plattner Institute of Design (also known as d.school), a design institute that pioneered the design thinking process.
This eventually led Nobel Prize laureate Herbert Simon to outline one of the first iterations of the design thinking process in his 1969 book, “The Sciences of the Artificial.” While there are many different variations of design thinking, “The Sciences of the Artificial” is often credited as the basis.
Design thinking is not a linear process. It’s important to understand that each stage of the process can (and should) inform the other steps. For example, when you’re going through user testing, you may learn about a new problem that didn’t come up during any of the previous stages. You may learn more about your target personas during the final testing phase, or discover that your initial problem statement can actually help solve even more problems, so you need to redefine the statement to include those as well.
The design thinking process is a never-ending iterative process. Your design team can choose when the user’s needs are met to form a final product, or they can choose to iterate on the design to create alternate variations that solve for different needs.
The design thinking process is not the most intuitive way to solve a problem, but the results that come from it are worth the effort. Here are a few other reasons why implementing the design thinking process for your team is worth it.
As human beings, we often don’t go out of our way to find problems. Since there’s always an abundance of problems to solve, we’re used to solving problems as they occur. The design thinking process forces you to look at problems from many different points of view.
The design thinking process requires focusing on human needs and behaviors, and how to create a solution to match those needs. This focus on problem solving can help your design team come up with creative solutions for complex problems.
The design thinking process cannot happen in a silo. It requires many different viewpoints from designers, future customers, and other stakeholders. Brainstorming sessions and collaboration are the backbone of the design thinking process.
The design thinking process focuses on finding creative solutions that cater to human needs. This means your team is looking to find creative solutions for hyper specific and complex problems. If they’re solving unique problems, then the solutions they’re creating must be equally unique.
The iterative process of the design thinking process means that the innovation doesn’t have to end—your team can continue to update the usability of your product to ensure that your target audience’s problems are effectively solved.
Currently, one of the more popular models of design thinking is the model proposed by the Hasso-Plattner Institute of Design (or d.school) at Stanford. The main reason for its popularity is because of the success this process had in successful companies like Google, Apple, Toyota, and Nike. Here are the five steps designated by the d.school model that have helped many companies succeed.
The first stage of the design thinking process is to look at the problem you’re trying to solve in an empathetic manner. To get an accurate representation of how the problem affects people, actively look for people who encountered this problem previously. Asking them how they would have liked to have the issue resolved is a good place to start, especially because of the human-centric nature of the design thinking process.
Empathy is an incredibly important aspect of the design thinking process. The design thinking process requires the designers to put aside any assumptions and unconscious biases they may have about the situation and put themselves in someone else’s shoes.
For example, if your team is looking to fix the employee onboarding process at your company, you may interview recent new hires to see how their onboarding experience went. Another option is to have a more tenured team member go through the onboarding process so they can experience exactly what a new hire experiences.
Sometimes a designer will encounter a situation when there’s a general issue, but not a specific problem that needs to be solved. One way to help designers clearly define and outline a problem is to create human-centric problem statements.
A problem statement helps frame a problem in a way that provides relevant context in an easy to comprehend way. The main goal of a problem statement is to guide designers working on possible solutions for this problem. A problem statement frames the problem in a way that easily highlights the gap between the current state of things and the end goal.
Tip: Problem statements are best framed as a need for a specific individual. The more specific you are with your problem statement, the better designers can create a human-centric solution to the problem.
Examples of good problem statements:
We need to decrease the number of clicks a potential customer takes to go through the sign-up process.
We need to decrease the new subscriber unsubscribe rate by 10%.
We need to increase the Android app adoption rate by 20%.
This is the stage where designers create potential solutions to solve the problem outlined in the problem statement. Use brainstorming techniques with your team to identify the human-centric solution to the problem defined in step two.
Here are a few brainstorming strategies you can use with your team to come up with a solution:
Standard brainstorm session: Your team gathers together and verbally discusses different ideas out loud.
Brainwrite: Everyone writes their ideas down on a piece of paper or a sticky note and each team member puts their ideas up on the whiteboard.
Worst possible idea: The inverse of your end goal. Your team produces the most goofy idea so nobody will look silly. This takes out the rigidity of other brainstorming techniques. This technique also helps you identify areas that you can improve upon in your actual solution by looking at the worst parts of an absurd solution.
It’s important that you don’t discount any ideas during the ideation phase of brainstorming. You want to have as many potential solutions as possible, as new ideas can help trigger even better ideas. Sometimes the most creative solution to a problem is the combination of many different ideas put together.
During the prototype phase, you and your team design a few different variations of inexpensive or scaled down versions of the potential solution to the problem. Having different versions of the prototype gives your team opportunities to test out the solution and make any refinements.
Prototypes are often tested by other designers, team members outside of the initial design department, and trusted customers or members of the target audience. Having multiple versions of the product gives your team the opportunity to tweak and refine the design before testing with real users. During this process, it’s important to document the testers using the end product. This will give you valuable information as to what parts of the solution are good, and which require more changes.
After testing different prototypes out with teasers, your team should have different solutions for how your product can be improved. The testing and prototyping phase is an iterative process—so much so that it’s possible that some design projects never end.
After designers take the time to test, reiterate, and redesign new products, they may find new problems, different solutions, and gain an overall better understanding of the end-user. The design thinking framework is flexible and non-linear, so it’s totally normal for the process itself to influence the end design.
If you want your team to start using the design thinking process, but you’re unsure of how to start, here are a few tips to help you out.
Start small: Similar to how you would test a prototype on a small group of people, you want to test out the design thinking process with a smaller team to see how your team functions. Give this test team some small projects to work on so you can see how this team reacts. If it works out, you can slowly start rolling this process out to other teams.
Incorporate cross-functional team members: The design thinking process works best when your team members collaborate and brainstorm together. Identify who your designer’s key stakeholders are and ensure they’re included in the small test team.
Organize work in a collaborative project management software: Keep important design project documents such as user research, wireframes, and brainstorms in a collaborative tool like Asana. This way, team members will have one central source of truth for anything relating to the project they’re working on.
The design thinking process works best when your team works collaboratively. You don’t want something as simple as miscommunication to hinder your projects. Instead, compile all of the information your team needs about a design project in one place with Asana.使用 Asana 改善團隊溝通