SEED Guide

Re-defining to understand:
Tools

Tasks and Steps

Concept Maps

https://www.lucidchart.com/pages/concept-map

https://designthinking.nusselder.org/mapping-concepts-and-themes/

1. Begin by reflecting on your current understanding of the idea or concept you want to redefine. Consider its core components, assumptions, and limitations.

2. Analyze existing solutions or approaches related to the idea you want to redefine. Identify strengths, weaknesses, and areas for improvement.

3. Explore unconventional or out-of-the-box ideas.

4. Encourage creativity and experimentation without being bound by traditional norms or expectations. Embrace failure as a natural part of the creative process and a valuable source of learning

Data Analysis

1. Collecting insights requires follow-up in data analysis, whether quantitative or qualitative.

2. Analysis of market trends, competitor performance, or customer feedback can help teams to identify unmet needs or emerging trends. Data from surveys, interviews, and questionnaires can be analyzed to identify patterns and trends.

3. The results of data analysis can (in)validate findings and provide unexpected information or even motivation to refine decisions in the design thinking process, ultimately leading to more effective user-centered solutions

4. Making data visual can make a stronger impact, igniting all of the senses. Take a peek at the subreddit r/dataisbeautiful for inspiration.

The 5 Whys

https://www.mindtools.com/ah6mdtg/5-whys-infographic

single lane or multiple lane: https://www.mindtools.com/a3mi00v/5-whys

Teams might be interested in learning the origin story at Toyota in the 50s at https://buffer.com/resources/5-whys-process/

1. Identify the specific problem that needs solving.

2. Ask why the problem occurred so that the team looks deeper into the underlying reasons. Repeat five times.

3. A process flowchart works well to visualize the questions and responses.

4. For each answer you get, ask "why" again. Each "why" question should dig deeper into the previous answer, aiming to uncover the underlying cause of the problem. Asking until the root cause is revealed means that your team will not simply treat the symptoms.

5. Analyze the root cause and brainstorm potential solutions.

Reporter Questions

1. With your team, simulate the responses to the reporter questions WHO - WHAT - WHERE - WHEN - WHY - HOW about a specific context of the challenge.

2. Remember to consider the HOW variations, HOW OFTEN - HOW MANY - HOW MUCH - HOW LONG, etc.

3. The responses may open new perspectives that re-define the user’s difficulties so that you can better understand the challenge.

JTBD framework

1. The Job-to-be-done framework and design thinkers see the user as having multiple dimensions:

➢     functional

➢     emotional

➢     social (or symbolic)

2. Note that, as design thinkers, you could consider the social dimension as symbolic instead.

3. Whichever dimensions you choose to consider, ask questions from the user’s perspective. Can you find the root of the problem this way?

The KNW protocol

(see template below)

https://magnifylearningin.org/pbl-resources/ 

1. The KNW protocol announces exploration of three questions to focus and organize your information so that you can continue to discover more.

➢     What do you KNOW about the user?

➢     What do you still NEED to know?

➢     What else do you WANT to know?

2. You can also apply these questions to the overall problem space to be sure you are considering everything that impacts the user.

3. Other KNW protocol applications with

How do we as___________ (your role) ideation

do/create/design etc._______(major tasks)

so that _________(purpose of project)?

4. This can be applied to examine and organized…

➢     logistical concerns, like due dates and benchmarks

➢     background knowledge and skills, like content knowledge and/or how to do something

➢     synthesis, where you might require a lot of pieces of information to answer a given question

HMW questions

(see template below)

1. HMW questions are useful because you re-define three essential elements:

➢     the intended action

➢     the primary user

➢     the desired effect

2. The How might we…? question is asked in a way that invites a variety of possible solutions, not just one particular solution.

3. Reformulate the problem or challenge as an open-ended How might we…?  question that invites creative thinking and solution generation. The HMW question should be broad enough to encourage divergent thinking but focused enough to provide a clear direction for ideation and to inspire curiosity and creativity

4. Encourage diverse perspectives and contributions to ensure that the question reflects a comprehensive understanding of the problem and aligns with the goals.

The Re-frame Template

(see template below)

1. This template promotes discussion and reflection and can help you visualize how to re-define your understanding by contrasting your perceptions as follows:

➢     Find a reason that supports the core belief of the current state. Add another supporting belief.

➢     Then write succinctly why you believe this orthodoxy, then add a second reason why you believe it and which action reinforces the orthodoxy.

➢     Contrast with a grammatically opposite reason AND an extremely opposite belief.

➢     Then write succinctly any belief that opposes the orthodoxy and an opposing action that would NOT support the current state. Finally, add yet another opposing action.

SCAMPER

Scamper: How to Use the Best Ideation Methods, IxDF https://www.interaction-design.org/literature/article/learn-how-to-use-the-best-ideation-methods-scamper 

1. SCAMPER is the acronym that sparks ideas by changing your lens.

2. These are the seven provoking verbs, indicating actions you should imagine in conjunction with your existing product, service, or plan:

Substitute

Combine

Adapt

Modify (sizes like magnification and minimizing)

Put to another use

Eliminate

Rearrange

Value Mapping

Stakeholder Maps Made Simple

October 6, 2020

The Business Analysis Doctor, https://thebadoc.com/ba-techniques/f/stakeholder-maps-made-simple

1. Value Mapping gives you the opportunity to visually consider the value to each stakeholder of a specific topic or challenge in a Value Network Map.

2. The more you understand the stakeholders involved, the better your mapping will be. You are looking for the value exchange for each stakeholder.

3. Map the engagement required for each stakeholder based on your appreciation of their influence.

4. Your analysis can even reveal how you might want to encourage stakeholders to work together, for example, towards a common goal.

5. You can also discover how to increase positive outcomes and avoid negative stakeholder reactions to challenges.