VTU_Tools of Design Thinking.pdf

DEPARTMENT OF MECHANICAL ENGINEERING www.rljit.in
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Prof. Vijay Praveen P M
Assistant Professor
Department of ME

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Design thinking tools
1. Visualization
2. Empathy Map
3. Journey Mapping
4. Mind Maps
5. Rapid Concept Development
6. Assumption testing
7. Prototyping
8. Story Telling
9. Co creation
10. Learning Launches

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• Visualization refers to any activity that takes information beyond
text and numbers and into images, maps, and stories.
• At its simplest level, visualization is about creating physical images
and pictures and stepping away from our reliance as managers on
numbers and text.
• At a deeper level, it is about seeing with our mind’s eye: conjuring
up mental images, vivid depictions of our ideas and insights about
customers and their experiences, in a way that makes them human
and compelling.

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Marks Range
0-9 10-20 21-24 25-30 31-40 41-50
No. of
Students 10 15 20 25 40 15

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• Consider the famous saying

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Why we use visualization
• Making your work visible reduces project risk substantially (and is especially Important
for effective cross-disciplinary collaboration) because words are much more open to
interpretation than pictures.
• If instead you present your idea to us by drawing a picture of it, you reduce the possibility
of unmatched mental models
• How to use it?
• One of the great things about most of the design tools we'll discuss (Including
visualization) is that they require very modest capital investment: a whiteboard
and markers. Flip charts, Sharpies, and Post-it Notes are also extremely useful.
More sophisticated aids, such as PowerPoint software, digital cameras, and
camcorders, can be handy as well. Designers use a more sophisticated set of
software tools, such as Illustrator and Photoshop, but mastering these isn't
necessary to reap the extraordinary benefits of visual thinking

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Empathy Map
Empathy map is a collaborative visualization used to
particulate what we know about a particular type of user. It
externalizes knowledge about users in order to
1) create a shared understanding of user needs, and
2) aid in decision making..
Visualizing user attitudes and behaviors in an empathy map
helps teams align on a deep understanding of end users. The
mapping process also reveals any holes in existing user data.

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• Traditional empathy maps are split into 4 quadrants
(Says, Thinks, Does, and Feels), with the user or persona in
the middle.
• Empathy maps provide a glance into who a user is as a
whole and are not chronological or sequential.
• The Says quadrant contains what the user says out
loud in an interview or some other usability study
• “I want something reliable.”
• “I don’t understand what to do from here.”
• The Thinks quadrant captures what the user is
thinking throughout the experience.
• “This is really annoying.”
• “Am I dumb for not understanding this?”

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• The Does quadrant encloses the actions the user takes. From
the research, what does the user physically do? How does the
user go about doing it?
• Refreshes page several times.
• Shops around to compare prices
• The Feels quadrant is the user’s emotional state,
• Impatient: pages load too slowly
• Confused: too many contradictory prices
• Worried: they are doing something wrong

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How would I use an empathy map?
• A sample empathy mapping session may be as follows:
• Assemble your team and have them bring any personas, data,
or insights about the target of your empathy map. Print out or
sketch the empathy map template on a large piece of paper or
whiteboard. Hand each team member sticky notes and a
marker. Each person should write down their thoughts on
stickies. Ideally everyone would add at least one sticky to every
section. You might ask questions, such as:

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• What would the user be thinking and/or feeling? What are
some of their worries and aspirations?
• What would their friends, colleagues, and boss be likely to say
while the user is using our product? What would the
user hear in these scenarios?
• What would the user see while using our product in their
environment?
• What might the user be saying and/or doing while using our
product? How would that change in a public or private setting?
• What are some of the user’s pain points or fears when using
our product?
• What gains might the user experience when using our
product?

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Jill wants to having habit of coffee every day before
going to office

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Journey Mapping
Journey mapping (or experience mapping) is an
ethnographic research method that focuses on tracing the
customer’s “journey” as he or she interacts with an
organization while in the process of receiving a service,
with special attention to emotional highs and lows.
Experience mapping is used with the objective of
identifying needs that customers are often unable to
articulate.(unable to express there thoughts)

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When we use it
• During the exploration phase of a growth process, as we
have noted, journey maps help generate ideas.
• During concept development, it can be useful to develop
maps based not on the actual experiences of customers
but on what they would consider ideal.
• During the later phases of the growth process, we can
create journey maps that act as low-fidelity prototypes
of our proposed new customer experiences.

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How we do it
• Here is how the process typically works:
• I. Select the customer group whose experience you want to
understand more fully.
• Spend some time investigating the context in which the
customer group does the

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Journey Mapping
Customer Journey Map (Buying EV – Motorcycle)

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Value Chain Analysis
• Value chain analysis examines how an organization
interacts with value chain partners to produce, market,
and distribute new offerings. Analysis of the value
chain offers ways to create better value for customers
along the chain and uncovers important clues about
partners’ capabilities and intentions.

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Why we use value chain analysis
• Creating value for customers is only part of the equation for
achieving business success.
• To be sustainable and attractive, new businesses have to create
value for the organization (usually in the form of profits) as well as
for customers.
• That means new businesses have to be hard for competitors to
copy and possible for us to scale; they also need to be something
we can execute with our current capability set

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When we use it an?
• Conducting end-to-end value chain analysis is an important part
of the exploration phase as we seek to understand the current
reality of our business model in the search for profitable growth
opportunities.
• How we do it?
• Draw the value chain for your business. Start by grouping strategic
clusters of activities, working backward from the end point.

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• Ask yourself the following questions:
• What does the competitive environment look like in each cluster?
• Who are the key players? How many are there?
• What does each player contribute to creating value?
• What determines how value is captured?
• What do you learn from this exercise about power and positioning in the
value chain?
• • Where do you see possibilities for improving your power

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• Lakshmi is a software development manager for a software house. She and
her team handle short software enhancements for many clients. As part of
a team development day, they use Value Chain Analysis to think about
how they can deliver excellent service to their clients.
• During the Activity Analysis part of the session, they identify the
following activities that create value for clients:
– Order taking
– Enhancement specification
– Scheduling
– Software development
– Programmer testing
– Secondary testing
– Delivery
– Support

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• Next, she and her team focus on the Order Taking process,
and identify the factors that will give the greatest value to
customers as part of this process. They identify the following
Value Factors:
•Giving a quick answer to incoming phone calls.
•Having a good knowledge of the customer's business, situation
and system, so that they do not waste the customer's time with
unnecessary explanation.
•Asking all the right questions, and getting a full and accurate
understanding of the customer's needs.
•Explaining the development process to the customer and
managing their expectations as to the likely timetable for
delivery.
• You can see these in the

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Mind Mapping
• Mind mapping is used to represent how ideas or
other items are linked to a central idea and to each
other. Mind maps are used to generate, visualize,
structure, and classify ideas to look for patterns and
insights that provide key design criteria.
• Mind mapping is the term we use for the process of looking
for patterns in the large quantity of data we collected
during exploration.
• We want to create a common "mind" that links together all
the disparate insights we have developed so we can use
them to generate criteria for the new designs we will create
in the next phase.

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• Mind Mapping is a powerful note-taking method. Mind
Maps not only highlight important facts, but also show the
overall structure of a subject and the relative importance of
individual parts of it.

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WHY Mind Map ..?
•
•
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•
•
• Mind maps can help you to break down
complex information

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Why we use mind mapping
• The first challenge is processing all this information in a systematic way so that we
can actually use it to generate better ideas
• Brainstorming – individually, and as a group.
• Summarizing information.
• Taking notes.
• Consolidating information from different sources.
• Thinking through complex problems.
• Presenting information clearly.
• Studying and memorizing information.
• Mind Maps are also good for refreshing information in your mind. When you
commit the shape and structure of a Mind Map to memory, you can often get the
cues you need to remember the information it contains just by glancing quickly at
the Map.

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When we use it
• We move into the mind mapping process when we feel
like we have collected "enough" data.
• This can seem like an arbitrary decision-you will always
want more information. But an important part of design
thinking is letting go of the need for certainty.

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Mind Mapping
CULTURAL EVENTS

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Rapid Concept Development
• Rapid concept sketching is a method used to quickly generate solution ideas for a
specific design challenge. You may be asking, why rapid? It’s easy to get bogged
down in the details of an initial idea – we want to push past the most obvious
solution to get to something innovative.
• Rapid concept development is a tool for using the insights and design criteria we
have generated to develop new business opportunities. When people hear the
term “innovation process,” concept development may be the only thing they think of,
and they often equate it with brainstorming.

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Why we use rapid concept development
• This one is fairly obvious: You can't have innovation without new ideas.
• Real innovation is about more than just fixing problems; it's about
inventing something new something that does not exist today.
• This is the exciting part of the process in which we move from looking at
current reality and its problems to creating a new future.
• Why should concept development be rapid? Because we don't want to
spend too much time sitting in a conference room creating and then
debating each other's ideas-or preparing big PowerPoint presentations
about them.
• We want to generate ideas quickly and get them out to customers to have
a look at them as soon as possible. Speed is key.

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How to do it?
• Concept development encompasses three stages.
• In the first stage, we take the design criteria, the personas and their
pain points, and the value chain insights we have unearthed in our
research and use all of to generate new ideas.
• In the second stage, we assemble the ideas into a manageable
number of interesting concepts.
• in the stage three, we elaborate on the business design
(incorporating both the customer and value chain journeys) behind
that handful of concepts. The point here is to generate a lot of ideas
and concepts, which means that some of what we produce should
push beyond the boundaries of what is considered practical

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Assumption Testing
Assumption testing is a tool for bringing to the
surface the key assumptions underlying the
attractiveness of a new business concept and using
available data to assess the likelihood that these
assumptions are true. This approach acknowledges
that any new business concept is actually a hypothesis—
a well-informed guess about what customers desire
and what they will value.

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Why we use assumption testing?
• All growth projects fail because reality tums out to be different
from what we thought it would be.
• Perhaps customers don't want a new offering, our firm can't
execute it, partners don’t like it, or competitors copy it quickly.
• Launching new concepts to see if they sell is a risky and
potentially expensive approach that we want to avoid for all but
the most attractive concepts.
• We minimize risk and expenditure by market testing only those
concepts that pass this first set of thought tests.

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When we Use it?
• Assumption testing is useful at multiple stages in the innovation
process.
• It is a valuable exercise to undertake even before you go into the
field (market).
• Uncovering our own assumptions about customers and their
preferences makes us more alert as observer.
• Further along in the process we usually have more interesting
concepts to try out than we have resources available, so the
opportunity to conduct thought experiments lets us take a first
pass at prioritizing.

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Prototyping
• A prototype is a simple experimental model of a proposed solution
used to test or validate ideas, design assumptions and other aspects
of its conceptualization quickly and cheaply, so that the designers
involved can make appropriate refinements or possible changes in
direction.

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Storytelling
• Storytelling is exactly how it sounds: weaving together a
story rather than just making a series of points. It is a
close relative of visualization—another way to make new
ideas feel real and compelling. Visual storytelling is
actually the most compelling type of story. All good
presentations—whether analytical or design-oriented—
tell a persuasive story.

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Why we use story telling?
• Like images, stories allow us to access emotions
and emphasize experiences. They add the richness
of context and allow us to "sell" a problem as well
as its solution. Stories build identification and
empathy with their characters and help managers
to develop a personal investment in their welfare.
With any luck, they keep their audience awake.

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When we use it
• Stories are everywhere in the design process.
They are critical to helping us explore customers'
deeper needs when we start out, develop ideas
about how to meet those needs as we develop
concepts, solicit feedback about our prototypes as
we iterate our way to a better solution, and
convince others of the value of our solutions
when we feel good about having reached one.

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How we do it?
1. Identify your audience.
2. Create a storyboard :Make them and their problems feel real
to your audience.
3. Set the scene.
4. Introduce your cast of characters.: Make them and their
problems feel real to your audience.
5. Work the plot :here is where you think about how to
combine data and pictures to drive home your points
6. The climax comes. Unveil your resolution to the problem.

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• the weaving together of ideas and bits of information rather
than the laying out of a discrete series of points. It is a close
relative of visualization another way to make new ideas feel
real and compelling.
• Visual storytelling is the most compelling type, which is one
reason why TV, with its mass visual storytelling, haschanged
the world. And, like visualization, storytelling is something
managers already do.
• All good presentations-whether analytical or design-oriented-
tell a persuasive story.

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https://www.storyboardthat.com/storyboards/3fca682c/design-
thinking-workshop

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Co-creation
• Co-creation, in the context of a business, refers to a product or
service design process in which input from consumers plays a central
role from beginning to end. specifically, the term is also used for any
way in which a business allows consumers to submit ideas, designs or
content.
• Co-creation is based on the belief that the users' presence is
essential in the creative process, as the users provide insight into
what is valuable to them. At its core, this means that co-creation is
literally any process that brings together users and designers to work
toward a shared goal.

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Learning launches
• Learning launches are designed to test the key underlying value-generating
assumptions of a potential new-growth initiative in the marketplace. In
contrast to a full new-product rollout, a learning launch is a learning
experiment conducted quickly and inexpensively to gather market-driven
data.
• Learning launches are experiments conducted in the marketplace quickly
and inexpensively. In contrast to a new-product rollout, a learning launch's
success is not about how much you sell but how much you learn full. The
goal of the launch is to test the critical assumptions about why this is an
attractive business idea. .

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MCQ
• 4.Which of the following are NOT tools of visualization?
• a. Maps
• b. Images
• c. Stories
• d. Videos

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• _____________ storytelling is the most compelling type
of story
• a. Aural
• b. Visual
• c. Textual
• d. All of the above

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• Collecting _____ is an important portion of testing a
prototype in the test stage of design thinking.
• a. Pictures
• b. Money
• c. Feedback
• d. Emails

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• 8. Mind maps are used to ________ideas
• a. Generate
• b. Visualize
• c. Structure

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• Journey mapping is also called _________ mapping
• a. Path
• b. Experience
• c. Conduct
• d. Feedback

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• Which of the following are NOT tools of Design Thinking?
• a. Co-creation
• b. Prototyping
• c. Mind Mapping
• d. Online Marketing

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• . Which of these are NOT components of a mind map?
• a. Branches
• b. Arrows
• c. Central Idea
• d. All of the above are components

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• Journey mapping maps which phase of activity of service
for a customer?
• a. Before a service
• b. During a service
• c. After a service

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• ._______________is used with the objective of identifying
needs that customers are often unable to articulate.
• a. Mind mapping
• b. Experience mapping
• c. Story telling
• d. Rapid Concept Development

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• Value chain analysis examines how an organization
interacts with value chain partners to ________________
new offerings.
• a. Produce
• b. Market
• c. Distribute

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• A prototype is a simple experimental model of a
proposed solution used to
• a. test ideas
• b. validate ideas
• c. Both
• d. None of the above

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• Learning launches are designed to test the key underlying
value-generating assumptions of a potential new-growth
initiative in the marketplace.
• a. True
• b. False
• c. Cannot be said

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• what is a mind map?
• a diagram in which information is represented visually, usually with a
central idea placed in the middle and associated ideas arranged
around it.
• the written text of a play, film, or broadcast.
• an arrangement of images, materials, pieces of text, etc. intended to
evoke or project a particular style or concept.

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• . A mind map is used to show what a product will look like
• a. True
• b. False
• Visual audit comes first in Mind maps before asking
questions.
• a. True
• b. False

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• What is mapping the customer journey?
• A way for companies to track competitor information
• A way for companies to track customer purchases at
competitors
• A way for companies to track the entire story of a
customer experience from beginning to end
• A way for companies to track employees

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• An empathy map is a collaborative tool used to gain deeper insight into their
customers
• True
• False
• Empathy map can be used to
• Detect the target market
• Whenever you find a need to immerse yourself in a user´s
environment
• Develop a new product
• All of the above

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• Empathy map can be helpful for
• Diving into the customer segments of a business model canvas
• Elaborating on user personas
• Capturing behaviors when pair interviewing a customer
• Building out the "user" in your user story
• All of the above

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• Empathy mapping is based on what the user says, thinks,
does, and feels
• True
• False
• Empathy map focus on UX experience
• False
• True

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• The first step on the empathy map canvas is to know
"who are we empathizing with?
• False
• True
• Rapid concept sketching is a method used to quickly
generate solution ideas for a specific design challenge
• False
• True

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• _____ approach acknowledges that any new business
concept is actually a hypothesis—a well-informed guess
about what customers desire and what they will value.
• Assumption Testing
• None of the above
• Learning Launches
• Co creation

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• _______ approach is designed to test the key
underlying value-generating assumptions of a potential
new-growth initiative in the marketplace.
• Assumption Testing
• Learning Launches
• Co creation
• None of the above

VTU_Tools of Design Thinking.pdf

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VTU_Tools of Design Thinking.pdf