Human Centered Design的快速入门手册（中）：

Human Centered Design的快速入门手册（上）：Empathize与用户访谈技巧
Human Centered Design的快速入门手册（下）：Prototype and test
中文版概括笔记：我从IDEO的设计思维课程中学到了什么

在整理这门课的笔记过程中，我再次审视了IDEO提供的案例。
结论是，方法论是有价值的，但是不是万能的。

IDEO的案例中提到的insights很多都没有太大亮点。eToilet项目中提到给印度妇女提供一个L形的出口保护系沙丽时的隐私，中国很多厕所就是这样，算不上什么创新；MoneyThink项目中提到让学生像发Instagram一样发购物的图并标上save还是spend的创意，但为什么学生要在省钱的时候发这样的图片呢？如果有分享需求为什么是发在你的APP上而不是有更多活跃好友的Instagram上呢？

HCD的方法提供了一套能帮助执行者发挥更大潜力的方法论，帮助设计者深入观察用户行为、将思路可视化从而调动创意。但是对目标用户日常行为和欲望的理解程度，同样取决于设计者的自身经历和知识储备。一两个月的用户调研比不上长期用心的从业者。足够了解用户的有瘾/羡慕/恐惧/逃避等各种心理，才能让HCDer对观察到的用户行为有透彻的理解。

当然这应该是常识，如果方法论就能治百病，麦肯锡为什么还要聘请行业专家来做咨询顾问，交互设计研究院为什么还要倾向于招收心理学专业的学生呢。

啊废话好多，开始笔记。

Phase Two: Define

In the define phase, we will turn our learnings into opportunities for design.

1. Capture your learning

Capture your learning

Set a room
You need plenty of wall space or boards to post your learnings. Distribute Post-it notes and markers to the whole team.

Print out some of the photos you took in advance and using them to illustrate your stories/expriences.

Download your learnings
Take turns downloading. Put all key information you want to share on Post-its. Use them as you describe who you met, what you saw, the motivation and barrier of the user's behaviour, interesting ways how he/she interacted with his/her environment, and your impressions of the experience.

Tell the most compelling stories from the field to your teammates. Try to be both specific (talking about what actually happened) and descriptive (using physical senses to give texture to the description).
Use concise but complete sentences that everyone can easily see and understand on the Post-its.

Listen actively
When you're listening to others, look for different opinions, contradictions, and recurring themes. Feel free to ask questions if something isn’t clear. Write down your notes and capture quotes on Post-its and display them.

This process is best done the day of an Interview or after a day in the field.

2. Search for meaning

Find themes

• Gather your team together to move the most compelling, common, and inspiring quotes, stories, or ideas into new theme groups.
  Is there a compelling insight you heard again and again? What feels significant? What surprised you?

• Find if there're deeper insights in one theme, such as “Feeling safe is more about who I am with than where I am”.
  Find if there're relation between groups. Such as "safety is often at odds with users’ desire for efficiency". Write down the findings,and then create a new set of groups.

Turn themes into insight statements

• Take a closer look at the themes and transform them into insights like “There is no financial incentive for distributors to deliver fruit in the community.”
  Write in full sentences. Each theme may result in multiple insight statements.

• Then look back at your original design challenge. Narrow down your insights to 3-5 of them that are most relevant to the original design challenge. Make sure that they convey the sense of a new perspective or possibility.

Top five

• Simply ask, what are the Top Five ideas or themes sticking out to you right now. Share everyone's Top Five with each other.

• Consider doing this exercise often. And vary the time frame.
  What’s your team’s Top Five for the day? How about for the week? What's the Top Five biggest challenges you face? Or the Top Five crazy ideas you want to try.

3. Build empathy

*** Journey map***

Journey map

Creating a journey map is an excellent way to systematically think about the steps or milestones of a process, and help you to more easily imagine the entire flow of an experience. You can also use journey map to compare parallel timeline, explore touch-points for you to move customers, etc.

For example, you could capture every event of one person’s exercise in a month – and consider who she was with, where she came from, where she exercised, and where he went afterwards. Or perhaps you are developing a dating service website; you could document every communication between two people before the first date.

*** Empathy map***

Empathy map

• Empathy map help your craw into user's head, and understand the deeper meaning (emotions and thoughts) of their behaviour.
• Ask why when you find the user's behaviour strange.
• You can either apply this method to a user group or a single user.
• You can list people's pain points and your insights alongside.

*** Persona***

关于Persona，完全可以写另外两大篇，所以这里只简单地提及，更多参考可以看下面两篇：
A Closer Look At Personas: What They Are And How They Work (Part 1)
A Closer Look At Personas: A Guide To Developing The Right Ones (Part 2)

Composite character profile

A persona is a composite and (semi)-fictional character profile, which the team created to focus all the stakeholders' attention on the salient and relevant characteristics of the user whom they wish to address.

After learnings in the field are downloaded, the team should survey across the individual users it encountered to identify relevant dimensions of commonality and/or complementarity – these dimensions could be demographic information, strange proclivities and habits, or sources of motivation, to name only a few. After several dimensions of commonality have been identified, list these features of the user; if there are any dimensions of complementarity (those which may not be shared by all users, but are interesting to the team and not necessarily mutually exclusive), the team should add these as well. Last, give your character a name.

Create frameworks

The framework of how parents (like all consumers) make decisions by weighing the costs and benefits

Frameworks like 2x2s, Venn diagrams, relational maps, and journey maps help you start to visualize patterns, understand the perspectives of the people you’re designing for, and help you unpack the context you’re working in.

As your team are downloading your learnings, listen for moments when the topic seems to fit into a larger system or feels related to something else you heard.

IDEO used a 2x2 framework to do user segmentation of informal urban workers, which created opportunities for design around each group.

In addition to the example used above, the team mapped out a number of variables relating to time, financial stability, work segmentations, access to technology, and societal factors. A 2x2 is an incredibly flexible type of framework, so don’t feel constrained to these examples. Change what the two axes represent until you find the 2x2 that’s right for your challenge.

4. Define design opportunities

POV madlib, analogy and Ad

A point-of-view (POV) is your reframing of a design challenge into an actionable problem statement that will launch you into generative ideation.A good POV will allow you to ideate in a directed manner, by creating How-Might-We (HMW) questions based on your POV (see “Facilitating Brainstorms”).

Use the following madlib to capture and harmonize three elements of a POV: user, need, and insight——
[USER] needs to [USER’S NEED] because [SURPRISING INSIGHT]

Remember, ‘needs’ should be verbs, and the insight typically should not simply be a reason for the need, but rather a synthesized statement that you can leverage in designing a solution.

Keep it sexy (it should intrigue people and spur excitement to develop solutions).For example, instead of “A teenage girl needs more nutritious food because vitamins are vital to good health”try “A teenage girl with a bleak outlook needs to feel more socially accepted when eating healthy food,because in her hood a social risk is more dangerous than a health risk.”

• You can use analogy or metaphor in the POV, such as “Personal music player as jewellery”.
• Or you can turn it into advertisement, which conclude descriptive characterization of a user,followed by “seeks” an ambiguous method to meet an implied need, plus additional flavor to capture your findings. It makes your POV more intriguing and actionable.

Design principles

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Design principles are strategies to solve a design challenge independent of a specific solution.

You can translate your POV, needs, and insights into design principles by stating your findings in terms of solutions rather than the user. For example, a user’s “need to feel instrumental in creating a gift” could become a design directive that the solution should “involve the user in creating the final gift outcome.”

During the design process, ask yourself what aspects of your solutions resonated with users, and those aspects may be abstracted and formed into design principles.

In the Vroom project, IDEO came to some core principles that still guide Vroom today, ideas like Speak in the voice of their peers, withhold Judgment, and All parents want to be good parents.

Create "HMW" questions

HMW questions derived from POV

“How might we” (HMW) questions are short questions that launch brainstorms. HMWs fall out of** your point-of-view statement ，your insight** or design principles as seeds for your ideation.

"HMW" questions shouldn't be too broad that you don't know where to start or too narrow that already imply a solution and don't encourage a wide variety of solutions.

It is often helpful to brainstorm the HMW questions before the solutions brainstorm.

Your design team will select 3 of your best HMW questions for your brainstorm session. Trust your gut feeling: Choose those questions that feel exciting and help you think of ideas right away. Also, select the questions that are most important to address and feel like they have the biggest opportunity for design solutions, even if they feel diffcult to solve for.

Phase Three: Ideate

1. Brainstorm

The intention of brainstorming is to leverage the collective thinking of the group and to have a lot of ideas.

• Set a short period of time. Sit or stand close in front of a whiteboard.
• Bring snacks. Don't underestimate the power of sugar!
• Write out the 3 selected HMW questions in large lettering on three separate sheets of paper. Take 10 minutes per question.
• Each person will write down each of his or her ideas as they come, verbally share it with the group, and stick the Post-its on the board (it's important to be visual). One idea per Post-it.
• It is very important to capture every idea, regardless of your own feelings about each idea.
• You need to be highly energetic. Pass out more candy if necessary! Have everyone do ten push-ups if really necessary!

Brainstorm rules

brainstorm rules
Some explanation:

• Defer judgement: praising one idea shouldn't be allowed, too. Because that means ideas that are not praised are not as good as others.

• Encourage wild ideas: think about what we really want without the constraints of technology or materials.

• One conversation at a time: pay full attention to whoever is sharing a new idea.

• Be visual: stick it on the wall; draw it out can be a great help.

• Go for quality: shoot for 50 ideas in like 20 minutes. Get the ideas going quickly and build on the best ones.

Facilitate a brainstorm

• If the team is slowing down, create a variation to the “How-might-we?” (HMW) statement to get the group thinking in another direction (prepare some HMW options ahead of time).

• Add constraints that may spark new ideas. “What if it had to be round?,” “How would superman do it?,” “How would your spouse design it?,” “How would you design it with the technology of 100 years ago?”

Stoke activities

Stoke

Stoke activities help teams loosen up and become mentally and physically active. Use stoke activities when energy is wavering, to wake up in the morning, to launch a meeting, or before a brainstorm.

• **Category, category, die! **
  Line folks up. Name a category (breakfast cereals, vegetables, animals, car manufacturers). Point at each person in rapid succession, skipping around the group. The player has to name something in the category. If she does not, everyone yells “die!!” and that player is out for the round.

• **Sound ball. **
  Stand in a circle and throw an imaginary ball to each other. Make eye contact with the person you are throwing to, and make a noise as you throw it. The catcher should repeat the noise while catching,and then make a new noise as he throws to next person. Try to increase the speed the ball travels around the circle. Add a second ball to the circle to increase each person’s awareness.

• “Yes, Let’s”.
  Everyone walk around the room randomly, and then one person can make an offer: “Let’s act like we’re all at a cocktail party,” “Let’s be baby birds,” or “Let’s act like we don’t understand gravity.” Then everyone should shout in unison the response, “Yes, let’s” and proceed to take the directive by acting it out.At anytime someone else can yell out the next offer. The answer is always, “Yes, let’s!”

• Draw a picture together
  Take turns draw a line, don't communicate your thoughts and complete a picture together.
  

  30 circles

• 30 circles
  Draw 30 circles on the paper. Transform each circle on the paper into something recognizable like a pie or a volleyball. It is okay to draw outside the lines. The goal is to transform as many circles as possible.

Bundle ideas

• Try different combinations of ideas;
• Cluster similar ones;
• Keep the best parts of some, get rid of the ones that aren’t working;
• Consolidate your thinking into a few concepts you can start to share as full-on solutions.

Mash-ups

• Isolate the quality that you’re looking to add to your solution.
  Is it efficiency, speed, cleanliness, glamour? Post it on the wall.

• Brainstorm real-world examples of businesses, brands, and services that embody that quality.
  Post it under the quality.

• Take your Mash-Up question and Brainstorm what it would look like in the context in which you’re designing.
  If you’re designing a healthful school lunch, you might ask, “What’s the farmer’s market version of a cafeteria?”
  Or if you want to make financial services more social, you might ask “What’s the Facebook version of a savings account?”

Select your best ideas

Select ideas

• Read these ideas in silence.

• Consider the following factors of the ideas you selected as a group, and then choose the most promising idea. You can rate them if necessary.

  • Excitement:
    Instinctively, how excited is your design team about this idea?
  • Innovation:
    How innovative and different from what's out there does this idea feel?
  • Feasibility:
    How practical do you think this idea is? Does implementing it seem realistic?

• Each member vote for the most idea that is most likely to success and the most innovative idea, marking them with a different symbol.

• Try to limit the total number of promising ideas to five or fewer. Consider if you can combine other promising ideas left with the chosen ones. If you choose the practical ones, you can still consider how to keep the essence of the most innovative ones.

3. The gut-check

• Distill the most promising ideas down to their essences on Post-its.
• List all the constraints and barriers that stand in your way and put them on the wall.
  Don’t feel daunted if the list is long. Constraints make for great design!
• You could have a quick Brainstorm about how to evolve your idea within the constraints you just listed and still keep the core of your idea.
• Discuss about how this idea help to solve the original design challenge.
• Choose the idea you want to prototype.