Unit-4__ Define and Ideate Phases Defining Problems Defining problems is the first step in the design thinking process. It involves understanding the problem, identifying the key issues, and framing the problem in a way that can be addressed. Problem Statements: A problem statement is a clear and concise description of the problem. It should: 1. Identify the problem: Clearly state the problem or opportunity. 2, Define the scope: Identify the boundaries of the problem, 3, Establish the context: Provide background information on the problem, Example of a problem statement: "Our company's customer satisfaction ratings have been declining aver the past quarter, resulting in a loss of sales and revenue.” Point of View (PoV): Point of View (PoV) is a statement that describes the problem from the user's perspective. It should: 1. Empathize with the user: Understand the user's needs, feelings, and motivations. 2. Identify the user's goals: Determine what the user is trying to achieve.3, Describe the user's pain points: Identity the challenges and frustrations the user is experiencing fo Point of view pov; ‘whoistelinga story or ‘whe enaratinglt Example of a PoV statement: "Our customers are frustrated with the difficulty of navigating our website, resulting in a lack of trust and confidence in our company.” Problem Framing Techniques Problem framing techniques are methods used to define and structure the problem. ‘Common techniques include: 1, How Might We (HMW): A question-based approach to framing the problem. Example: "How might we improve the user experience of our website?” 2, What If: A technique that encourages creative thinking and exploration of possibilities. Example: "What if we could create a personalized experience for each customer?" 3, Reverse Brainstorming: A technique that involves identifying the opposite of the desired ‘outcome and then reversing it. Example: "What would we need to do to make our website more difficult to navigate?” PROBLEM FRAMING PROCESSProblem-Solving Tools: finity Di . An affinity diagram is a tool used to organize and group ideas, data, and opinions. It helps to: 1. Identify patterns and relationships: Group similar ideas together to identify patterns and relationships. 2. Categorize and prioritize: Categorize and prioritize ideas based on their importance and relevance. etry Baar diagram: 1. Gather data: Collect ideas, data, and opinions from various sources. 2. Write down ideas: Write down each idea on a separate sticky note or card. 3, Group similar ideas: Group similar ideas together based on their patterns and relationships. 4, Label and categorize: Label and categorize each group based on their themes and priorities, User Personas: ‘A.user persona is a fictional character that represents a group of users. It helps to: 1. Understand user needs: Understand the needs, goals, and behaviors of the users.2, Design user-centered solutions: Design solutions that meet the needs and expectations of the users. Steps to create a user persona: 1, Conduct user research: Conduct research to gather data about the users. 2. Identify user goals: Identify the goals, needs, and behaviors of the users. 3. Create a persona profile: Create a profile that describes the persona's characteristics, goals, and behaviors. 4, Use the persona: Use the persona to guide the design and development of solutions, ta MARK, 22 BUSTIN, 31 MAGGIE, 52 ‘The 5 Whys is a tool used to drill down to the root cause of a problem. It helps to: 1. Identify the root cause: Identify the underlying cause of a problem. 2, Develop effective solutions: Develop solutions that address the root cause of the problem.Steps to use the 5 Whys: 41. Ask the first why: Ask "Why" the problem is occurring. 2. Ask the next four whys: Continue to ask "why" until you reach the root cause of the problem, 3, Analyze the answers: Analyze the answers to identify the root cause of the problem. Cause-Effect Diagram A cause-effect diagram is a tool used to visualize the relationships between causes and effects. It helps to: 1. Identify the causes: Identify the underlying causes of a problem 2, Understand the relationships: Understand the relationships between the causes and effects CAUSE AND EFFECT DIAGRAM. 1. Identify the problem: Identify the problem or effect. 2. Brainstorm the causes: Brainstorm the possible causes of the problem. 3. Draw the diagram: Draw a diagram that shows the relationships between the causes and effects.Pareto Chart: ‘A Pareto chart is a tool used to identify the most significant factors contributing to a problem. It helps to: 1. Identify the vital few: Identify the vital few factors that contribute to the majority of the problem. 2, Prioritize solutions: Prioritize solutions based on their impact on the problem. ‘L Stops to create a Pareto chart: 4. Collect data: Collect data on the frequency or severity of the problem. 2, Categorize the data: Categorize the data into different groups or categories. 3, Draw the chart: Draw a chart that shows the frequency or severity of each category. 4, Analyze the chart: Analyze the chart to identify the vital few factors contributing to the problem, Idea Generation Technique: Idea generation techniques are methods used to generate a large number of ideas in a short amount of time. These techniques help to: 1. Encourage creativity: Encourage creative thinking and idea generation. 2. Overcome biases: Overcome biases and assumptions that can limit idea generation. 3. Generate a large number of ideas: Generate a large number of ideas that can be evaluated and refined,Brainstorming Brainstorming is a technique used to generate a large number of ideas in a short amount of time. The rules of brainstorming are: 1. No criticism: No criticism or evaluation of ideas is allowed. 2. Free-wheeling: Wild and crazy ideas are encouraged. 3. Quantity over quality: The goal is to generate a large number of ideas, rather than a few good ones. 4. Building on ideas: Building on and combining ideas is encouraged. Brainstorming Steps to conduct a brainstormi session: 1. Define the problem: Define the problem or opportunity. 2, Gather a team: Gather a team of people with diverse perspectives and expertise. 3, Set the rules: Set the rules of brainstorming and ensure everyone understands them. 4, Start brainstorming: Start brainstorming and encourage everyone to participate Six Thinking Hats: ‘Six Thinking Hats is a technique developed by Edward de Bono that encourages parallel thinking and helps to generate a large number of ideas. The six hats are: hat: Facts and figures. 2. Red hat: Emotions and intuition. 3, Black hat: Caution and risks. 4, Yellow hat: Benefits and advantages. 5, Green hat: Creative ideas and possibiltes. 6, Blue hat: Process and organization.Stops to use the Six TI ing Hats techt ue: 1. Define the problem: Define the problem or opportunity. 2. Assign a facilitator: Assign a facilitator to lead the discussion, 3. Use the hats: Use the hats to guide the discussion and encourage parallel thinking. ‘SCAMPE! ‘SCAMPER is an acronym that stands for Substitute, Combine, Adapt, Modify, Put to Another Use, Eliminate, and Rearrange. It is a technique used to generate new ideas by applying these different perspectives to existing ideas. supstiru COMBINE: 13 «© ADAPT: ALENT rencreuptiest B IM) MOD MAGNIFY FY P rurtoawonieRuse. ” SS © ELIMINATE: [R FEARRANGE, REVERSE 1. Identify an existing idea: Identify an existing idea or product 2. Apply the SCAMPER perspectives: Apply the SCAMPER perspectives to the existing idea 3, Generate new ideas: Generate new ideas based on the SCAMPER perspectives.Idea Card: Idea cards are a technique used to generate and organize ideas. Each idea is written on a separate card, and the cards are then organized and prioritized. inte a4 Steps to use idea cards: 1. Write down ideas: Write down each idea on a separate card. 2. Organize the cards: Organize the cards into categories or themes. 3. Prioritize the cards: Prioritize the cards based on their importance and feasibility. Sel finer ion and of Ideas: After generating a large number of ideas, the next step is to select and refine the best ideas. This involves evaluating and prioritizing ideas based on their feasibility, impact, and alignment with goals. Refining and Selecting the Best Ideas for Execution Evaluating Feasibility Cm (ed 04 Decision-Making CE} Iterative RefinementEvaluation Criteri When evaluating ideas, consider the following criteria: 1, Feasibility: Is the idea feasible to implement? 2. Impact: What is the potential impact of the idea? 3, Alignment with goals: Does the idea align with the organization's goals and objectives? 4, Cost and resources: What are the costs and resources required to implement the idea? 5, Risk and potential roadblocks: What are the potential risks and roadblocks associated with the idea? Evaluation Method: There are several methods that can be used to evaluate ideas, including} 4. Prior impact, 2, Decision trees: A tree-like diagram that evaluates ideas based on a series of criteria 3. Cost-benefit analysis: An analysis that evaluates the costs and benefits of an idea. ization matrices: A matrix that evaluates ideas based on their feasibility and ‘Once the best ideas have been selected, the next step is to refine them. This involves: 1. Defining the concept: Defining the concept and its key elements. 2. Identifying the target audience: Identifying the target audience and their needs. 3, Developing a prototype: Developing a prototype or proof of concept. 4, Testing and iterating: Testing and iterating the idea based on feedback and results. Best Practice When selecting and refining ideas, keep the following best practices in mind: 1. Stay objective: Stay objective and avoid bias when evaluating ideas. 2. Consider multiple perspectives: Consider multiple perspectives and viewpoints when evaluating ideas. 3. Be open to iteration: Be open to iteration and refinement of ideas. 4, Keep the user in mind: Keep the user and their needs in mind when refining ideas.