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Lecture-1: Review on Design and Design Process

What is Design?

Design is the process of planning and creating something with a focus on how it looks, works, and fits
together. It aims to solve problems while making things both useful and visually appealing.

Design Noun: Blue print of something-a plan for change

Design(verb): Understanding & solving a problem: termed as Designing

Key Characteristics of Design:

• Characteristics of design refer to the inherent qualities, attributes, and features that define and
shape a particular design or designed object.
• These characteristics influence how the design functions, how it's perceived by users, and how well
it fulfills its intended purpose.
• Design characteristics encompass a wide range of aspects, including visual, functional, ergonomic,
and emotional elements.

Here are some key characteristics of design:

Aesthetic Appeal:

• Aesthetic characteristics pertain to the visual appeal and overall look of a design.
• These qualities include factors like color, shape, form, texture, and visual harmony.
• Aesthetics contribute to the emotional response and perception users have when interacting with
a design.

Functionality and Form:

• Design is about balancing how a product functions with how it looks, ensuring both aspects work
well together.
• It should improve the user's experience while maintaining ease of use, making sure the product is
enjoyable and practical.

Expertise-Driven:

• Design depends on the knowledge and skills of designers to make smart choices about how things
look and work.

Outcome Focus:

• The main aim of design is to produce a final product that meets set standards for both appearance
and functionality
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Design Process Steps

Design Process Steps: There are 7 important steps of a design process.

1. Define the Problem: First, we need to clearly identify the problem we're trying to solve. This
means understanding the pain points and needs of our target audience. It's also crucial to look
at how our competitors have tackled similar issues.
2. Conduct Research: Next, we conduct thorough research. This involves analyzing competitors
and similar projects, as well as looking into market trends. By doing this, we can gain insights
into consumer behavior and spot opportunities for improvement.
3. Brainstorm and Conceptualize: After gathering information, it's time to brainstorm ideas! We
come together as a team to share our thoughts and discuss the best features for our product.
This collaboration helps us shape a solid concept.
4. Create a Prototype: Now, we move on to creating a prototype. This is a model that simulates
how the final product will look and work. We then test this prototype with real users to
identify any flaws and gather feedback, allowing us to make improvements.
5. Select and Finalize: Based on the feedback we receive; we refine our product. This step is all
about making sure it meets our standards before we prepare it for public release.
6. Product Analysis: Once our product is out there, we need to analyze how well it performs. We
collect user feedback and reviews to see if we’ve effectively solved the problem we set out to
address.
7. Improve: Finally, we take all that valuable feedback and market analysis to enhance our
product. This helps us make sure that our next version better meets the needs of our users.

Design Vs Design Thinking

There would be some points which can make them different but in actual "Design is the creation of a
specific solution, while design thinking is a problem-solving approach that embraces empathy, iteration,
and user-centricity."

Aspect Design Design Thinking

Concentrates on aesthetics, Prioritizes solving problems with user-
Focus
functionality, and form. centered solutions.
Often relies on a designer's Collaborative and iterative, involving
Process
individual expertise. input from multiple stakeholders.
Highlights the visual appeal of Focuses on empathy, experimentation,
Emphasis
the final product. and gathering user feedback.
Generally, a traditional Represents a modern, flexible approach
Approach
approach to creating products. to innovation and design.

What is Design Thinking?

"Design Thinking is a way to solve tough problems by focusing on people, trying things out, and being
creative. It's like a step-by-step process where you understand, come up with ideas, make samples, and test
them to find smart solutions."

The formal definition:

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“Design Thinking is a human-centered, iterative problem-solving approach that emphasizes empathy,

collaboration, creativity, and experimentation to address complex challenges and generate innovative
solutions. Rooted in the principles of user-centered design, it places the needs, behaviors, and experiences
of individuals and stakeholders at the forefront of the problem-solving process. Design Thinking
encompasses a structured framework that typically involves distinct phases such as empathizing, defining,
ideating, prototyping, and testing.”

Key principles of Design Thinking?

1. Innovative Solutions:
- Innovative solutions are creative, out-of-the-box answers to complex challenges.

- They often involve novel approaches, technologies, or combinations of existing ideas.

Characteristics of Innovative Solutions

• Creativity and Originality: bring new approaches that challenge traditional thinking.
• Challenging Norms: Innovation always questions, the usual ways of doing things, and introduce
novel perspectives that encourage new thought patterns.
• Efficient Issue Resolution: Innovative solutions don't just treat symptoms but tackle the underlying
problems for long-lasting results. They lead to sustainable impacts that go beyond quick fixes.

Sources of Innovation
• Technology and Science - Innovations often emerge from advancements in technology and
scientific discoveries. Technologies like AI, IoT, and biotechnology drive transformative solutions.
• User-Centered Design - Innovations come from understanding users, knowing what they need, and
creating solutions that fit them
• User feedback guides the creation of relevant and impactful solutions.
2. Human-Centred Design (HCD) process)
human-centered means designing things like products, services, and experiences that focus on what users
need and experience

Characteristics of HCD Process:

▪ Human-centered design is distinguishing other problem-solving approaches by its intensive focus
on understanding the perspective of the person who experiences a problem and needs.
▪ The solution that has been designed for the end users is truly meeting their needs effectively.
▪ The end users are constant part of design process and become part of the design team itself in this
human centered design.

3. Divergence and Convergence

- Design thinking is an iterative process that involves alternating between divergent and convergent stages.
- Multiple cycles of divergence and convergence refine ideas, leading to progressively improved solutions.

Divergence: Exploring various ideas and possibilities to expand options.

Convergence: Narrowing down and selecting the best ideas or solutions from the options explored.

4. Critical Thinking
It means carefully thinking about a problem, looking at it from different angles, and making smart decisions
based on evidence and logic. It's important for solving tough design challenges and creating new ideas

Formal Definition:

“Critical thinking in design thinking refers to the ability to analyze, evaluate, and make reasoned judgments
about the various aspects of a design challenge or problem. It involves looking at a situation from multiple
perspectives, questioning assumptions, and making informed decisions based on evidence and logical
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reasoning. Critical thinking is an essential skill within the design thinking process, as it helps designers
navigate complex problems and come up with innovative solutions.”

5. Empathy
Understanding the needs, feelings, and perspectives of the users and stakeholders.
It is all about grasping the needs and feelings of users. To create effective designs, we must go beyond
what users say they want and delve into their emotions and experiences. This deeper understanding helps
us create solutions that truly resonate with them.

6. Iterative Process
This is all about continuously refining and improving ideas.
In design, we don’t just create a final product in one go. Instead, we go through cycles of prototyping and
testing.
After each round, we gather feedback and make necessary changes.
This approach allows us to enhance our designs step by step, ensuring that the final product meets user
needs effectively.
7. Collaboration
Collaboration involves bringing together diverse viewpoints to generate innovative solutions. When we
work with people from different backgrounds and areas of expertise, we can combine our ideas and
insights. This teamwork fosters creativity and often leads to better problem-solving, as we can explore
various perspectives that we might not consider on our own.

8. Visual Thinking
Visual thinking is the practice of using sketches, diagrams, and other visual representations to enhance
communication. By visualizing ideas, we can clarify complex concepts and make them easier to understand
for everyone involved. Visual tools help facilitate discussions and can spark new ideas, ensuring that all
team members are on the same page.
DT Skills
• Empathy: Ability to understand and relate to users' needs, feelings, and perspectives.
• Creative Ideation: Proficiency in generating a wide range of innovative ideas without self-censorship.
• Collaboration: Skill to work effectively in interdisciplinary teams, leveraging diverse viewpoints.
• Problem Framing: Capability to define and reframe problems to uncover opportunities.
• Prototyping: Competence in creating tangible representations of ideas for testing and iteration.
• User-Centered Mindset: Commitment to designing solutions that genuinely address user needs.

Design Thinking Frameworks

A framework is a structured approach or set of guidelines used to solve problems or achieve specific goals.
It provides an organized way to tackle complex tasks by breaking them down into clear steps or stages.

In design thinking, frameworks help guide the process of innovation by emphasizing user needs, creativity,
and iterative improvement. Each framework offers a different perspective on how to navigate challenges
and develop solutions effectively.

1. IDEO's Human-Centered Design Framework

"Tailor-made" means something that is specially designed or customized to meet specific needs or
requirements.
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• Inspiration: Understand user needs and challenges.

• Ideation: Brainstorm and create solutions.

• Implementation: Turn ideas into tangible prototypes.

• Rapid Prototyping: Ask yourself this: What can I spend the minimum amount of time building that
will allow me to get user feedback as quickly as possible? The purpose of this phase isn’t to create
the perfect solution; it’s to make sure your solution is on target.
• User Feedback:

• Iterations: Gather feedback and refine solutions.

Double Diamond Model

The British Design Council introduced the Double Diamond in 2004. It presents a framework that allows
companies to apply design characteristics to find creative solutions and innovative ideas.

• Discover: Gather insights and define the challenge.

• Define: Reframe the problem and focus on a specific area.
• Develop: Generate solutions and prototypes.
• Deliver: Test, refine, and implement the solution.
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IBM Design Thinking

• Understand: Explore user needs and pain points.

• Observe: Gather insights through observations.

• Reflect: Analyze findings and define the problem.

• Make: Create and test prototypes.

• Iterate: Gather feedback and improve the solution.

Design Thinking Standard process

1. Empathize: Understand user needs and perspectives.
2. Define: Reframe problems to uncover insights.
3. Ideate: Generate creative solutions without judgment.
4. Prototype: Create tangible representations of ideas.
5. Test: Gather feedback and refine solutions

Design Thinking Process has Five Stages: Each stage serves as a crucial step in the journey toward creating
effective solutions.

• Stage-1 Empathize
The "Empathize" step in Design Thinking focuses on understanding users by observing their behaviors,
talking to them, and seeing things from their perspective. This process helps identify their needs, which we
capture in tools like personas and empathy maps to guide the design process forward. the following steps
to be followed-
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• Research and Observe: Start by gathering information about the users and the problem space.
Observe users in their everyday environment to understand their behaviors, routines, and
struggles. This initial research provides a foundation for everything that follows.
• Conduct User Interviews: Have one-on-one conversations with a variety of users affected by the
problem. Use open-ended questions and listen carefully to understand their experiences,
challenges, and emotions. This deepens your understanding of their needs.
• Build Empathy: Step into the users' shoes to truly feel their experiences. Try to understand their
perspective on a personal level, beyond basic demographics, to connect with their motivations and
goals. This empathy will guide the design process.
• Create Personas: Based on the data from observations and interviews, create fictional profiles
(personas) that represent different user types. Each persona should include details like age, habits,
needs, goals, and challenges. Personas make it easier to design with specific users in mind.
• Develop Empathy Maps: For each persona, create an empathy map to visualize their thoughts,
feelings, actions, and pain points. This tool helps you understand users’ perceptions more deeply
and see how they interact with the problem.
• Refine the Problem Statement: With these insights, revisit the initial problem statement. Adjust it
to focus on the real needs and challenges identified during the empathy-building process, ensuring
it aligns with what users actually want and need.
• Share Insights with Your Team: Collaborate with your team to discuss the findings. Use storytelling
to convey users' experiences and emotions, which helps the team fully understand the problem
and align on user-focused solutions.
• Synthesize Data: Organize and analyze all collected data to identify patterns, common pain points,
and opportunities for innovation. Use techniques like affinity mapping to group similar insights
together, making the information more manageable.
• Define User Needs: From the synthesis, outline the core user needs that will guide the next steps.
These needs should be specific and actionable, directly addressing the users’ challenges and setting
a clear direction for the design process.

Stage 2 - Define
In the "Define" step of Design Thinking, insights gathered from the "Empathize" phase are used to pinpoint
and clearly outline the main problem that needs to be solved, setting a focused direction for the design
process. The goal is to synthesize the information to identify the core issue, refine the problem statement,
and spot any opportunities, resulting in a well-defined problem statement that will guide the next stages of
design.

• Review Empathy Findings: Look over user insights, personas, and empathy maps from the
"Empathize" phase to find common themes and user needs.
• Identify the Core Problem: Summarize key insights into a clear, specific problem statement
that describes the main user challenge.
• Frame a Problem Statement: Write the problem as a "How might we..." question to explore
possible solutions, e.g., "How might we make scheduling easier?"
• Define Success Criteria: Set measurable goals to know if the solution works, like "Reduce
missed appointments by 20%."
• User-Centered Perspective: Keep the user in mind to ensure the problem statement truly
reflects their needs.
• Get Stakeholder Alignment: Share the problem statement with others for feedback and
alignment.
• Iterate and Refine: Update the problem statement as needed based on feedback.
• Document the Problem Statement: Record the problem, goals, and any extra details to guide
the team.
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Stage 3 - Ideate
The "Ideate" step in Design Thinking is about coming up with many creative ideas. It encourages
brainstorming without judging any ideas. The goal is to explore a wide range of possible solutions

Here's a breakdown of the "Ideate" process:

1. Set the Stage:
▪ Create a conducive environment that encourages free thinking and open sharing of ideas.
▪ Establish a collaborative and non-judgmental atmosphere where all team members feel
comfortable contributing.
2. Review the Problem:
▪ Revisit the problem statement and user insights to ensure everyone is aligned with the
challenge at hand.
▪ Keep the user needs at the forefront as you generate ideas.
3. Divergent Thinking:
▪ Embrace a mindset of divergent thinking, where the goal is to generate a large quantity of
ideas without evaluating them initially.
▪ Encourage wild, unconventional, and even seemingly impractical ideas. These can often
lead to breakthroughs.
4. Brainstorming Techniques: Utilize various brainstorming techniques to stimulate idea generation.
These could include:
▪ Brainwriting: Silent idea generation and sharing in writing before group discussion.
▪ Mind Mapping: Creating visual representations of ideas and their connections.
▪ SCAMPER: Using prompts to explore ideas by Substituting, Combining, Adapting,
Modifying, putting to another use, Eliminating, or Reversing elements.
5. Encourage Cross-Pollination:
▪ Encourage team members to build on each other's ideas and collaborate.
▪ Connect unrelated ideas to create novel concepts.
6. Visual Aids:
▪ Use visual aids like sketches, diagrams, and prototypes to stimulate creativity and facilitate
idea sharing.
▪ Visual representations can make complex concepts more tangible and easier to
understand.
7. Record Ideas:
▪ Document all generated ideas, either on sticky notes, a digital platform, or a whiteboard.
▪ Ensure that all ideas, no matter how unconventional, are captured.
8. Group and Cluster:
▪ Group similar ideas together to identify patterns and themes.
▪ Clustering helps organize the multitude of ideas and allows you to explore related concepts
more deeply.
9. Select Promising Ideas:
▪ After the ideation session, review the generated ideas with the team.
▪ Identify the most promising concepts that align with the problem statement and user
needs.
10. Narrow Down and Refine:
▪ Refine the selected ideas, combining and refining them to create more robust concepts.
▪ Consider feasibility, desirability, and viability when evaluating and combining ideas.
11. Prioritize Ideas:
▪ Prioritize the refined ideas based on their potential impact, feasibility, alignment with user
needs, and alignment with project goals.
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12. Prototype and Test:

▪ Select a few of the most promising ideas to move forward into the prototyping and testing
phase.
▪ Begin the process of turning these ideas into tangible prototypes that can be tested with
users.

Stage 4 - Prototype
The "Prototype" step in Design Thinking is about turning the best ideas from brainstorming into something
you can see or touch, like a model or a simple version of your product. These prototypes, whether they're
physical or digital, help show what the idea might look like in real life and make it easier to get feedback
from users and others involved. The goal is to create something that can be tested to see if it works as
expected.

1. Select Ideas: Choose the most promising ideas from brainstorming that address the problem and
user needs.
2. Define Prototype Scope: Decide on the type of prototype needed (sketch, mockup, or detailed
model) based on what needs testing.
3. Create Low-Fidelity Prototypes: Start with simple prototypes like sketches or wireframes to
represent core functionality.
4. Iterate and Refine: Improve the low-fidelity prototype based on feedback and insights.
5. Build Medium-Fidelity Prototypes: Develop a more detailed prototype using design tools, adding
visual and interactive elements.
6. Incorporate User Feedback: Test the medium-fidelity prototype with users and refine it based on
their feedback.
7. Create High-Fidelity Prototypes: Develop a high-fidelity prototype that closely resembles the final
product, with realistic design and functionality.
8. User Testing and Validation: Test the high-fidelity prototype with users to validate its
effectiveness, making final adjustments based on feedback.

These steps focus on turning ideas into tangible models and refining them through feedback for better user
experience and functionality.

Stage 5 - Test
The "Test" step in Design Thinking is about showing your prototypes to real users to get their feedback.
This helps you check if the solution works as expected and if it meets users' needs. The goal is to use their
input to improve and adjust the solution before it's fully implemented. Testing helps make sure you're on
the right track.

The "Test" step is essential for ensuring that the solution aligns with user expectations and resolves the
identified problem. By iterating and refining the prototype based on real user feedback, the design team
can create a more user-centered and effective final product. Here's a breakdown of the "Test" process:

• Select Test Participants: Choose a group of users who represent your target audience, with
different backgrounds and experiences.
• Create Testing Scenarios: Design tasks for users to perform with the prototype, focusing on
key features and interactions.
• Conduct Usability Testing: Have users interact with the prototype while you observe and
gather feedback. Ask them to share their thoughts as they use it.
• Gather Feedback: Listen to users' comments, suggestions, and any issues they face. Pay
attention to what works well and what doesn't.
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• Identify Patterns: Look for common problems or themes in the feedback from different users.
Identify recurring issues with usability or functionality.
• Iterate and Refine: Make improvements to the prototype based on user feedback. Focus on
solving problems and enhancing the user experience.
• Test against Success Criteria: Check if the prototype is meeting the goals and user needs you
set earlier in the process.
• Refine and Test Again: Make further changes if needed and test again to ensure the solution is
working as expected.

Design Thinking Team

A Design Thinking Team is a cross-functional group of individuals with diverse skills and perspectives,
working together to apply the principles of design thinking to solve complex problems and create innovative
solutions. Here are methods to constitute an effective Design Thinking Team.

Quality and characteristics for team building:

1. Diverse Skillsets: Form a team with members possessing varied skills such as design, research,
engineering, business, and communication. This diversity ensures a wide range of perspectives
during problem-solving.

2. User-Centricity: Include members who can empathize with users' needs and behaviors.
Researchers, customer support representatives, and designers are valuable in understanding user
pain points.

3. Creativity and Innovation: Invite individuals who can think outside the box, generate innovative
ideas, and push boundaries. This might include artists, creative thinkers, and trend analysts.

4. Analytical Thinkers: Include members who can analyze data, market trends, and business
feasibility. This helps in grounding ideas and ensuring they align with organizational goals.

5. Communication Skills: Team members with strong communication skills can help articulate ideas,
facilitate discussions, and present solutions effectively.

6. Project Management: A team needs someone skilled in project management to keep the process
organized, manage timelines, and ensure tasks are completed efficiently.

Visualization techniques and diagrams

“Visualization techniques and diagrams are essential tools in the design thinking process, helping teams to
understand, communicate, and iterate on ideas effectively. Here are some key visualization techniques and
diagrams used in design thinking”

1. Empathy Map: A diagram that helps teams understand users' needs and perspectives. It consists of
four quadrants: "Says," "Thinks," "Does," and "Feels," allowing teams to gather insights into users'
thoughts and emotions.

2. User Journey Map: A visual representation of the user's experience as they interact with a product
or service. It helps identify pain points and opportunities for improvement throughout the user's
journey.

3. Mind Mapping: A technique that visually organizes thoughts and ideas around a central topic. It
encourages brainstorming and exploration of related concepts.
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4. Persona Profile: A detailed representation of a fictional user, often based on research and insights.
It helps teams empathize with users and design solutions tailored to their needs.

5. Storyboarding: A sequence of illustrations or images that tell a user's story, highlighting their
interactions with a product or service. It helps visualize how users might engage with a solution.

6. Prototyping: Creating a tangible representation of an idea, often using low-fidelity materials.

Prototypes allow teams to test and iterate on concepts before investing significant resources.

7. Wireframes: Basic sketches or diagrams of a digital interface or product layout. They focus on
structure and placement of elements without detailing visual design.

8. Flowcharts: Diagrams that show the flow of a process, illustrating decision points, actions, and
outcomes. They help understand and communicate complex workflows.

9. Concept Maps: Diagrams that connect ideas or concepts, showing relationships and dependencies.
They help teams visualize the connections between different elements.

10. 3D Models and Mockups: Physical or digital representations of a product or object, giving a
tangible sense of its form, function, and size.

11. Value Proposition Canvas: A diagram that helps teams understand the value a product or service
offers to customers by mapping out customer jobs, pains, and gains.

12. Business Model Canvas: A visual tool for designing, describing, and discussing a business model. It
covers key aspects such as customer segments, revenue streams, and key partnerships.

13. SWOT Analysis: A diagram that identifies a project's Strengths, Weaknesses, Opportunities, and
Threats. It helps teams assess the project's viability and strategic direction.

14. Mood Boards: Collage of images, colors, textures, and typography that capture the visual style and
atmosphere of a design concept.

15. Roadmaps: Visual timelines that outline the stages, milestones, and deliverables of a project's
development.

Choosing the appropriate visualization technique or diagram depends on the specific context and
objectives of the design thinking process. These tools facilitate clear communication, collaboration, and
iteration as teams work to create innovative solutions.

1. Empathy Map
“Empathy Mapping is a visualization tool to visualize a user’s behavior and emotions. It’s a map of user
internal world and external actions created based on research, user interviews, and observations.”

▪ It helps teams develop a deeper understanding of their users or customers.

▪ It enables teams to gain insights into users' needs, thoughts, feelings, and behaviors, fostering
empathy and guiding the creation of user-centered solutions.

▪ The Empathy Map is typically represented as a simple template, often drawn on a whiteboard or
paper. During workshops or brainstorming sessions, team members fill out each quadrant based
on their understanding of the user's perspective.

▪ The goal is to gather rich insights that enable the team to step into the user's shoes and identify
opportunities for creating more relevant and impactful solutions.

▪ By completing the Empathy Map, design teams can gain a comprehensive view of the user's
experiences, motivations, and pain points. This deeper understanding serves as a foundation for
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ideation, prototyping, and iterating on solutions that truly address the needs and desires of the
users.

The Empathy Map is divided into four quadrants, each focusing on a different aspect of the user's
experience:

1. Says: In this quadrant, you capture what the user says, both verbally and non-verbally. This
includes direct quotes, statements, or expressions they use when talking about the problem or
context.

2. Thinks: Here, you delve into the user's thoughts and considerations. What are their concerns,
worries, or aspirations related to the problem you're addressing?

3. Does: This quadrant focuses on the user's actions and behaviors. What are their observable
actions, routines, or habits that relate to the problem?

4. Feels: In this section, you explore the user's emotions and feelings. How do they emotionally
respond to the situation? What are their fears, desires, or hopes?

2. User Journey Map

A user journey map is a graphical representation that illustrates the path a customer takes as they navigate
through the marketing and sales processes.

Creation of Journey Map:

Creating a User Journey Map offers a comprehensive view of the user's experience, helping teams design
products and services that align with user needs and expectations.

Key Components of a Journey Map: journey maps have the following 5 key elements in common:

1. Protagonist creation:
The protagonist in a user journey map is the central character, representing the user's perspective and
goals. They are akin to buyer personas and play a pivotal role in crafting a unique journey narrative.

2. Scenario + Expectations
The scenario describes the situation that the journey map addresses and is associated with an actor’s goal
or need and specific expectations.

3. Journey stages:
Journey phases are the distinct, top-level stages within a journey, serving as the framework for organizing
details like actions, thoughts, and emotions. These phases are context-specific and determined based on
available data for each scenario.

Some examples:

▪ For an ecommerce scenario (like buying Bluetooth speakers), the stages can be discover, try, buy,
use, seek support.

▪ For big (or luxury) purchases (like buying a car), the stages can be engagement, education,
research, evaluation, justification.

4. Actions, Mindsets, and Emotions

▪ Actions represent the user's actual behaviors and steps during each journey phase, offering a
narrative overview rather than a detailed step-by-step log.

▪ Mindsets capture the users' thoughts, questions, motivations, and information needs at various
journey stages, ideally derived from customer research.
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▪ Emotions are depicted as a continuous line across the journey phases, indicating emotional highs
and lows, providing insight into user delight and frustration throughout the experience.

5. Opportunities

Opportunities, with added context like ownership and metrics, arise from the mapping process and offer
insights for enhancing the user experience. These insights guide the team in:

▪ Determining actions based on knowledge gained.

▪ Assigning responsibility for implementing changes.
▪ Identifying the most significant optimization potential.
▪ Establishing metrics to measure the impact of implemented improvements.

3. Mind Mapping
Mind mapping is a visual tool that helps organize and represent thoughts, ideas, and information using
branches and nodes, fostering creativity and structured thinking. In design thinking, it's used to brainstorm,
explore connections, and visualize the problem-solving process, enhancing collaboration and innovation
among team members.

Benefits of Mind Mapping:

• Visual Organization: Mind maps provide a clear visual representation of complex ideas and
relationships, making them easier to understand and remember.
• Creativity: Mind maps encourage creative thinking and brainstorming by allowing ideas to emerge
spontaneously and without constraints.
• Holistic Understanding: Mind maps help you see the bigger picture and how various elements relate
to each other.
• Memory Enhancement: The visual and associative nature of mind maps aids in memory retention
and recall.
• Problem Solving: Mind mapping can help identify solutions to problems by visually exploring
different angles and perspectives.
• Communication: Mind maps can be used to communicate complex ideas to others in a simple and
visually appealing way.

Creation of Mind Maps:

1. Identify the Central Idea

• Start with the main topic or idea you want to explore.
• Place it in the center of your map.

2. Define Key Branches

• Identify major subtopics or categories related to the central idea.
• Connect these branches to the central idea.

3. Add Sub-branches
• For each key branch, brainstorm supporting ideas, details, or related topics.
• Continue breaking these into smaller subtopics as needed.

4. Use Keywords and Phrases

• Keep text brief and to the point.
• Use single words or short phrases for clarity.

5. Incorporate Visual Elements

• Use colors to differentiate branches.
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• Add images, icons, or drawings to make the map engaging and memorable.

6. Organize and Arrange

• Ensure branches flow logically and radiate outward in an organized manner.
• Prioritize ideas by importance or sequence.

7. Review and Revise

• Look for missing connections or additional details.
• Rearrange or refine as necessary for clarity.

4. Storytelling
“Storytelling is a way of sharing information or ideas by turning them into stories. It helps make complex
topics easier to understand and remember by presenting them in a relatable and engaging format.”

Stages for storytelling incorporated:

1. Exercise
Begin by practicing basic storytelling techniques, such as voice modulation, pacing, and body
language. This foundational practice helps build confidence and prepares you for more complex
storytelling.
2. Scenarios
Create different storytelling scenarios or situations to explore how you would narrate different types
of stories. This helps in understanding how to structure a story for various settings, emotions, or
genres.
3. K-Scripts
Use K-Scripts, which could be predefined story outlines or templates. These provide a structured
approach, helping you figure out the key points to cover in your story—like the introduction, conflict,
climax, and resolution.
4. Improvisation
This is where creativity comes in. After practicing scenarios and using scripts, improvise your
storytelling. Experiment with changing characters, plotlines, or settings based on the moment,
allowing flexibility and adaptability in your narrative.
5. Reflection & Refinement
After improvising, take time to reflect on your story. Review what worked well and what could be
improved. This step helps refine your storytelling, making it more engaging, impactful, and smooth.

Techniques and methods of Storytelling

• Digital and Visual Storytelling

Digital and visual storytelling blends narrative and visual elements, often using digital media like
videos, graphics, and animations. It tells a story through visuals on digital platforms like websites,
social media, or films.
• Storyboarding
Storyboarding is the process of planning a visual story by sketching or arranging images to
represent key scenes. It’s used primarily in filmmaking and animation to map out how the story will
be visually presented and guide production.
• Plays
A play is a live theatrical performance, where actors use dialogue and actions to tell a story. It’s an
interactive form of storytelling, often performed on stage, and emphasizes character interaction,
voice, and emotion.
• Animation
Animation is the art of creating moving visuals from static images, often using digital tools. It can
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be used to tell stories in film, TV, or online content, offering a dynamic, visual way to engage an
audience.
• Talk and Images
This involves combining spoken narration with visual elements (such as images or video) to
enhance storytelling. It's commonly seen in presentations, documentaries, and video content,
where the spoken word is complemented by visuals to reinforce the narrative.
• Text and Images
This method pairs written text with images, often found in books, articles, and online content. The
text provides detailed information while the images visually represent or support the narrative,
making the content more engaging and easier to digest.

Role of IT in Design Thinking

Information Technology (IT) enhances design thinking by improving efficiency, collaboration, and user-
centered innovation. IT tools support various stages of the design thinking process, from research to
prototyping and testing.

Empathy and Research: IT tools like surveys, analytics platforms, and user data collection software help
gather insights into user behaviors and needs. These tools allow designers to understand user preferences,
pain points, and patterns through data-driven analysis, aiding in the empathy phase of design thinking.

Ideation and Collaboration: IT platforms such as virtual whiteboards, video conferencing, and
collaboration tools facilitate remote brainstorming and team collaboration. These tools allow cross-
functional teams to work together, share ideas, and co-create solutions, even if they are located in
different places.

Prototyping and Visualization: Tools like 3D modeling software and UX/UI design tools help teams create
digital prototypes and visualize concepts. These tools simulate user interactions and allow for quick
adjustments, helping to refine ideas before physical prototypes are made.

Testing and Feedback: IT tools enable remote user testing via platforms that share prototypes with users
across locations. Real-time feedback can be collected through surveys, video calls, and analytics tools,
allowing for fast improvements based on user input.

Transforming Design Thinking: IT streamlines and scales the design thinking process. Tools like cloud
storage and project management software improve efficiency and support global collaboration, enabling
teams to work seamlessly across time zones.
By integrating IT tools, design thinking becomes more efficient, collaborative, and adaptable to user needs.

Application of DT in Business
Design Thinking is a systematic approach to innovation that can produce new products, services and
business models. It became a vital approach in modern business management, offering a structured yet
flexible method for solving complex problems

• Product Innovation
o Drives the creation of user-centered products that meet customer needs.
o Ensures products are aligned with user expectations and preferences.

• Service Design
o Enhances customer experiences by streamlining service processes.
o Helps businesses design services that ensure seamless interactions with customers.

• Innovating Business Models

o Encourages businesses to rethink and innovate traditional business models.
o Identifies new revenue streams, partnerships, and value propositions.
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• Agility and Adaptation

o Enables businesses to adapt quickly to changing market dynamics.
o Provides flexibility to respond to industry shifts and evolving customer preferences.

Design Thinking in Engineering

“Design thinking enriches engineering by embedding empathy, creativity, and iterative testing into the
design process. It empowers engineers to create solutions that are technologically sound and user centric.
It prioritizes understanding user needs, ideating innovative solutions, and iterative prototyping.”

Applications of Design Thinking in Healthcare

1. Patient-Centric Care
Design thinking helps create solutions that focus on the individual patient, tailoring medical
services to their specific needs and preferences.
2. Medical Device Innovation
It is used to develop user-friendly medical devices that improve both patient outcomes and
healthcare professionals' efficiency.
3. Healthcare Facilities
Applying design thinking to healthcare facility design creates spaces that enhance patient comfort
and staff efficiency, improving overall care experiences.
4. Patient Journey Mapping
Design thinking tracks and improves the patient journey by identifying pain points and optimizing
processes to increase patient satisfaction.
5. Health Education
It transforms health education by using interactive tools and technology to make it engaging and
easy to understand, improving patient adherence to medical advice.
6. Remote Health Solutions
Design thinking improves telehealth and remote monitoring systems, making them intuitive and
accessible for patients to manage their health from anywhere.
7. Mental Health Support
It creates empathetic, non-stigmatizing platforms that encourage people to seek mental health
help and support.

DT Challenges

1. IMPLEMENTATION CHALLENGES

Lack of Buy-In and Understanding

Lack of buy-in refers to a situation where individuals, groups, or stakeholders are not fully committed to or
supportive of a decision, plan, initiative, or idea. It often means they are not convinced of its value,
relevance, or feasibility, leading to resistance, minimal engagement, or outright rejection.

• Challenge: Convincing stakeholders of the value of design thinking and how it differs from
traditional approaches.
• Solution: Provide clear explanations, case studies, and tangible outcomes to demonstrate its
benefits.

Fear of Failure
The term "Fear of Failure" refers to the emotional and psychological fear of making mistakes or not
succeeding in a task, project, or goal. It is often tied to concerns about the consequences of failure, such as
disappointment, criticism, loss of reputation, or missed opportunities.
• Challenge: A culture that is averse to failure can hinder experimentation and creative risk-taking.
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• Solution: Foster a safe environment where failure is viewed as a valuable step toward innovation
and learning.

Resource Constraints
Resource constraints refer to limitations in the availability of key resources—such as time, money,
manpower, or materials—that hinder the completion of a project, task, or goal.
• Challenge: Limited time, budget, and resources can restrict the full application of design thinking.
• Solution: Prioritize key stages, leverage cross-functional teams, and adopt frugal innovation
strategies.

2. CULTURAL AND ORGANIZATIONAL CHALLENGES

Resistance to Change:
Resistance to change refers to the opposition or reluctance individuals or groups show when faced with
new ideas, processes, or changes in their environment. It often stems from fear of the unknown, loss of
control, or a belief that the change might negatively impact them.
• Challenge: Existing practices and routines may resist the shift toward a design thinking mindset.
• Solution: Leadership endorsement, workshops, and visible successes can encourage openness to
change.

Silos and Collaboration Barriers:

Silos refer to divisions within an organization where teams or departments work independently, with little
communication or collaboration with others. This creates isolated groups that focus only on their specific
goals, often at the expense of overall organizational success.
Collaboration barriers are obstacles that prevent effective teamwork and information sharing across these
silos. These barriers can include poor communication, lack of trust, competing priorities, or incompatible
systems and processes. Together, silos and collaboration barriers can hinder innovation, efficiency, and a
unified approach to achieving goals.
• Challenge: Siloed departments can hinder cross-functional collaboration.
• Solution: Encourage interdepartmental collaboration, clear communication, and shared goals.

Scaling Design Thinking

Scaling Design Thinking means applying design thinking principles across an entire organization or system
to drive innovation and solve large-scale challenges.
• Challenge: Applying design thinking consistently across large organizations can be complex.
• Solution: Create standardized processes and tailor approaches for scalability.

Conclusion
Overcoming challenges in design thinking requires education, cultural transformation, and adaptable
strategies. Addressing these challenges can unlock its full potential and lead to innovative benefits.
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Operations Management
Operational management is the systematic planning, execution, and control of an organization's day-to-day
activities to efficiently produce goods or deliver services. It involves optimizing resources, processes, and
workforce to achieve predefined objectives, ensuring smooth operations, cost-effectiveness, and
consistent quality while adapting to changing circumstances.

Levels of Operation Management

OM methods and techniques are applied at different levels to solve complex decision-making problems.
These levels generally refer to the scope of decision-making and the complexity of the problems being
addressed

1. Strategic Level (Top Management):

• Focus: Long-term decision-making related to overall organizational goals.

• Activities: Resource allocation, production capacity planning, supply chain design, and market
expansion decisions.
• Example: Deciding on the location of new facilities or determining which new product lines to
introduce.

2. Tactical Level (Middle Management):

• Focus: Medium-term decisions that support strategic goals, typically covering a few months to a
year.
• Activities: Workforce planning, inventory management, production scheduling, and procurement
decisions.
• Example: Planning the production schedule for the next quarter based on forecasted demand.

3. Operational Level (Lower Management):

• Focus: Day-to-day decision-making, ensuring smooth daily operations.

• Activities: Scheduling, controlling inventory levels, and managing the daily flow of work.
• Example: Assigning tasks to workers or adjusting schedules based on real-time conditions.

Key components of OM
Planning: Developing strategies, objectives, and detailed action plans to guide the organization's daily
operations. This involves forecasting demand, setting production schedules, and allocating resources to
meet goals efficiently.
Organizing: Structuring the organization's resources, such as personnel, equipment, and facilities, to
ensure optimal utilization and alignment with operational goals. This includes designing workflows,
defining roles and responsibilities, and establishing reporting structures.
Directing: Leading and motivating the workforce to carry out their tasks effectively and efficiently. It
involves communication, supervision, and providing necessary guidance to ensure that operations run
smoothly.
Controlling: Monitoring and evaluating ongoing operations to ensure they adhere to established standards
and objectives. This includes collecting and analyzing data, identifying variances from plans, and
implementing corrective actions when necessary.
Improving: Continuously seeking opportunities for process improvement and optimization. This involves
identifying bottlenecks, reducing waste, and implementing best practices to enhance productivity and
quality.
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Theories of OM

1. Business Process Redesign (BPR)

Business Process Redesign (BPR) in operations management is the strategic overhaul of existing processes
to enhance efficiency, reduce costs, and improve quality. It involves reevaluating and restructuring
workflows, often incorporating technology and employee input, to align with current business goals and
market demands, ultimately driving organizational competitiveness.

Key Aspects of BPR:

▪ Process Analysis: Thoroughly examine existing processes for inefficiencies.

▪ Objective Setting: Define clear goals for process improvement.
▪ Planning: Develop a structured plan for redesign.
▪ Technology Integration: Incorporate new technologies for efficiency gains.
▪ Employee Involvement: Engage staff in the redesign process.
▪ Testing: Pilot and evaluate redesigned processes before full implementation.
▪ Continuous Improvement: Monitor and adjust processes over time.
▪ Change Management: Manage transitions and ensure employee buy-in.

2. Six Sigma Technique

Six Sigma is a structured and data-driven technique used in operations management and quality
control to improve processes, reduce defects, and enhance overall quality.

It employs a set of principles, methodologies, and tools to achieve its objectives. The primary
technique associated with Six Sigma is the DMAIC framework, which stands for Define, Measure,
Analyze, Improve, and Control.

3. Lean manufacturing

Lean manufacturing is a philosophy and methodology in operations management that aims to

eliminate waste and improve efficiency throughout the entire production process. It originated in the
manufacturing sector but has since been applied to various industries, including services and
healthcare.

Seven Wastages:

1. Overproduction

• Definition: Producing more than is needed or producing it earlier than required.

• Impact: Leads to excess inventory, increased storage costs, and potential obsolescence.
• Example: Manufacturing items in large batches that exceed customer demand.

2. Waiting

• Definition: Idle time when resources (workers, machines, materials) are not being utilized.
• Impact: Causes delays, disrupts workflow, and reduces productivity.
• Example: Workers waiting for materials or machines waiting for maintenance.

3. Transport

• Definition: Unnecessary movement of materials, products, or tools within a facility.

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• Impact: Increases handling time, risks damage, and adds no value to the product.
• Example: Moving raw materials multiple times before use.

4. Overprocessing

• Definition: Performing more work or adding features beyond what is required by the customer.
• Impact: Wastes time, resources, and increases costs without adding value.
• Example: Using overly complex machinery for simple tasks or applying excessive polishing.

5. Inventory

• Definition: Excess raw materials, work-in-progress (WIP), or finished goods not being processed.
• Impact: Ties up capital, requires storage, and risks obsolescence or spoilage.
• Example: Overstocking parts or keeping large amounts of finished goods waiting for shipment.

6. Motion

• Definition: Unnecessary movement by people or equipment within a workspace.

• Impact: Consumes time and energy without adding value to the product.
• Example: Workers searching for tools or walking long distances between workstations.

7. Defects

• Definition: Errors or flaws in products or processes that require rework or scrapping.

• Impact: Increases costs, delays delivery, and reduces customer satisfaction.
• Example: Products requiring rework due to incorrect assembly or poor quality.

Core principles of lean manufacturing

▪ Value: Focus on delivering customer value and eliminating waste.

▪ Waste Elimination: Identify and reduce all forms of waste in processes.
▪ Continuous Improvement: Foster a culture of ongoing enhancement.
▪ Pull System: Align production with customer demand.
▪ Flow: Create a smooth, uninterrupted workflow.
▪ Standardization: Establish consistent work procedures.
▪ Visual Management: Use visual cues for real-time information.
▪ Respect for People: Involve and respect employees.
▪ JIT (Just-In-Time): Produce what's needed, when needed

Just in Time Concept

1. Philosophy of JIT
• Focuses on delivering the right quantity at the right time while eliminating waste.
• Goes beyond inventory control to encompass all organizational operations.
• Originated in post-WWII Japan, notably at Toyota, led by Taiichi Ohno.
2. Core Beliefs of JIT
• Elimination of Waste: Targets all non-value-adding elements like excess inventory, downtime,
and unnecessary steps.
• Broad View: Encourages organization-wide responsibility for customer satisfaction.
• Simplicity: Advocates cost-effective, straightforward solutions to problems.
• Continuous Improvement (Kaizen): Emphasizes ongoing enhancements in processes.
• Visibility: Promotes open layouts and transparency to expose inefficiencies.
• Flexibility: Enables quick adaptation to changes in demand or production needs.
3. Elements of JIT
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JIT Manufacturing:

• Minimizes inventory and setup times while focusing on consistent production schedules.
• Treats inventory as a barrier to identifying and resolving inefficiencies.

Total Quality Management (TQM):

• Integral to reducing defects and enhancing product quality.

Respect for People:

• Builds a culture of empowerment, participation, and teamwork.

4. Benefits of JIT
• Cost Efficiency: Reduces waste and operational costs.
• High Quality: Improves product and process reliability.
• Flexibility: Adapts seamlessly to changing customer demands.
5. Applications of JIT
• Implemented across industries like automotive, technology, aerospace, and retail.
• Applicable in-service operations and personal organization for efficient task management.

Summary

JIT revolutionizes organizational efficiency by focusing on waste elimination, simplicity, and continuous
improvement, driving better quality and responsiveness.