My Strategic Design Toolbox

Welcome to my strategic design toolbox, Here, I focused on providing a basic understanding of “Design Thinking” and the useful tools I have learned and used during my MA of Strategic Design at SRH Berlin and the project I have been worked on. In addition to some general tools (including team-building activities, warmups, etc.) the tools are defined based on well-known triple-diamond design thinking modem and its “6 Phases of Design Thinking”. In this page, I want to go into more detail and talk about specific tools and methods that can be used in each phase of the Design Thinking process.

The “Triple Diamond” Design Thinking framework are approaches are methods for the creative problem-solving process which is used in various design branches including Strategic Design. The Process is a strategic framework that guides designers through three distinct phases: Discover, Define, and Develop. These phases are carefully designed to ensure a holistic approach to problem-solving and solution creation, resulting in innovative and user-centered designs. The design process is dynamic and iterative, adapting to new insights and challenges along the way. It typically begins with research, where we gather information and explore the problem space. This is followed by synthesis, where we analyze and refine our findings, identifying key insights to shape the next steps. With a clear direction, we move into ideation, generating and exploring possible solutions. The strongest ideas take form in prototyping, allowing for quick experimentation and initial feedback. These early prototypes are tested and refined before moving into real-world testing, where solutions are evaluated in practical settings. The final stages focus on execution, planning the launch, managing budgets, and ensuring the solution’s sustainability and scalability. But design doesn’t stop here—after execution, we monitor results, gather new insights, and often re-enter the process, either from the beginning or somewhere in the middle.

Since design exists to solve human problems—and human needs are always evolving—the process remains flexible, ongoing, and ever-adaptive.

The Triple Diamond Design Process offers numerous benefits that make it a valuable tool for designers and teams.

By following a structured process that encourages exploration and ideation, the Triple Diamond Design Process fosters creativity and sparks innovative thinking. This approach empowers designers to think outside the box and explore unconventional solutions to complex problems.

Through its emphasis on research, synthesis, and iteration, the Triple Diamond Design Process helps designers develop strong problem-solving skills. By diving deep into the problem space and continuously refining their ideas, designers can devise practical and effective solutions.

By following a systematic approach and breaking the design process into manageable phases, the Triple Diamond Design Process enables teams to work more efficiently and productively. Clear goals and well-defined milestones ensure that progress is made incrementally, reducing the likelihood of rework and delays.

Let’s get started. 🙂

Research

Synthesis

Ideation

Prototyping and Testing

Implementation

General Tools

Team building, warm-up, and ice-breaker tools are essential for fostering collaboration and creativity in a design team. These activities create empathy, unity, trust and effective communication between team members and create a dynamic work environment. Warm-up exercises stimulate the minds of designers and users, turning them into a creative mindset and preparing them for intensive work. Ice-breaking activities lower social barriers and make team members feel more comfortable and open to interaction. Together, these tools promote a dynamic, collaborative, and constructive design process.

3-Question Mingle

General Tools

Get to Know, Warmup, Ice-Breaker

Introduction

An activity to support a group to get to know each other through a set of questions that they create themselves. The activity gets participants moving around and meeting each other one-on-one. It’s useful in the early stages of team development and/or for groups to reconnect with each other after a period of time apart. Learn more

Instruction

Step 1:

Each participant writes down three questions, each on one post-it. These questions should be open questions that you would be curious to ask other members of the group to better get to know them. Give participants a few examples, such as: What skill would you most like to develop? Who in your life do you really look up to? When was the hardest you’ve ever laughed? Encourage participants to be thoughtful, curious and creative with their questions.

Step 2:

Mingle. Once all participants have written questions, they begin to mingle. Participants meet one-on-one, for one minute per meeting, and ask each other one of the questions they are holding. After asking a question and listening to the answer, they hand over that question. Thus, in each one-on-one meeting, participants will swap one question each.

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

After the mingle, have participants put all the post-its up on a flip-chart or the wall so that all the questions are visible. Invite participants to look at the questions and to use them as inspiration for continued conversations throughout the day and beyond.

Background

Source: Hyper Island toolbox

Hyper Island designs learning experiences that challenge companies and individuals to grow and stay competitive in an increasingly digitized world. With clients such as Google, adidas and IKEA, Hyper Island has been listed by CNN as one of the most innovative schools in the world

30-60 min
2-40 People
Material
Pens, Post-its

Skill Matching

General Tools

Get to Know, Team Building

Introduction

Skill Matching is a team tool designed to map out the diverse skills of team members, aiding in better task assignment and team collaboration. It involves creating a chart with four sections: social skills, professional skills, cultural skills, and tool skills (e.g., software). Each team member’s name is placed at the center of an envelope-shaped chart, with their skills listed in the corresponding sections. This visual representation helps team members understand each other’s strengths and areas of expertise, facilitating efficient task assignment and fostering a more cohesive team dynamic.

Instruction

Step 1:

Create envelope-shaped charts for each team member. The chart should have four sections: Social Skills, Professional Skills, Cultural Skills, and Tool Skills.

Step 2:

Place each team member’s name at the center of their respective charts.

Step 3:

Instruct each team member to fill in their skills under the appropriate sections:
– Social Skills: Interpersonal abilities, communication styles, teamwork.
– Professional Skills: Job-specific expertise, technical knowledge.
– Cultural Skills: Language proficiency, cross-cultural experience.
– Tool Skills: Proficiency with specific software, tools, or technology.

Step 4:

Once everyone has completed their charts, gather as a group and allow each member to present their chart. Discuss and note the diverse skills within the team.

Step 5:

Use the skill charts to assign tasks based on individual strengths, ensuring efficient and effective collaboration. This activity helps team members get to know each other better and understand the full range of skills within the team, leading to improved teamwork and task management.

Background

Source: Author, based on a template presented during MA Strategic Design course at SRH.

Template

30-90 min
3-7 People
Material
Pens, Template (A4, or bigger)

Mood Check

General Tools

Get to Know, Ice-Breaker, Warmup

Introduction

Mood Check is a quick way to check how your team (also students, audience, etc.) is feeling and bring a more human aspect to their work.

To run a Team mood check you ask everyone in the team how they are feeling and record their answer using one or more emoji, pictures, drawings.

You then ask all the team members about the mood they selected and check if there’s anything the team can do to help?

If you prefer a low-tech approach you can also create a simple Mood Board using a white board and just ask people to draw their mood on a post-it note and stick it against their name.

Instruction

Step 1:

Add your team members’ names to the board (whiteboard, flipchart). If using a whiteboard, create a grid with team members’ names on the left and days or weeks along the top.

Step 2:

Ask everyone how they’re doing and to choose one or more emojis, picture that best represent their mood or ask them to draw their current mood.

Step3:

Talk to people about why they feel that way and if there’s anything the team can do to help.
Step4:
Let people know it’s okay to express themselves openly. Ensure everyone has a chance to speak while keeping it fun and not too serious.

Tips:

Celebrate Good Moods: Discuss what makes people happy to encourage more of it.
Track Sentiment Over Time: Capture moods daily or weekly to build a picture of the team’s mood over time, triggering conversations about underlying factors.

Background

Source: www.moodfirst.ai

10-30 min
3-20 People
Material
Marker, Flipchart/whiteboard/Beamer+laptop, printed/saved pictures or emojis

Space Shuttle

General Tools

Get to Know, Team Building

Introduction

In Spaces Shuttle, the participants take on the role of the crew of a stranded spaceship. The goal is clear, the spaceship has to be repaired in order to be able to take off again as quickly as possible. Participants slip into the immersive experience of repairing a spaceship by solving small tasks. The big problem is that these tasks need to be solved simultaneously. Teams need to figure out ways to get things done effectively & fast. Everyone needs to be involved to save the spaceship from its demise.

Instruction

Step 1:

Explain the scenario: Participants are the crew of a stranded spaceship that is anout to start a journey Emphasize the importance of teamwork, effective communication, and quick problem-solving. Distribute the interview templates to all participants.

Step 2:

Divide participants into pairs. Ensure each pair has their template and drawing materials.

Step 3:

Each team member will interview their partner and fill out the template for them. Encourage thorough and thoughtful answers for each section.

Background, Skills, and Interests: Ask about the participant’s background, what skills they bring to the team, and their personal interests.
Strengths and Contribution to the Team: Identify the participant’s strengths and how they can contribute to the team’s success.
Weaknesses and Areas for Support: Discuss any weaknesses or areas where the participant needs support.
Goals and Quest for the Journey: Ask about their personal goals and what quest they hope to achieve during the journey.
Nickname and Motto: Choose a fun nickname and a motto that represents the participant.
Avatar Drawing: Draw a simple avatar representing their partner.

Step 3:

After completing the interviews, gather the team together. Each participant presents their partner’s information to the group, highlighting key points from the template.

Background

Source: www.teamazing.com

Template

60-90 min
3-7 People
Material
Pens, Post-its, Templates, Timer

Dote Voting

General Tools

Team Building, Voting

Introduction

Dot voting is a collaborative method for prioritizing and selecting design solutions through group voting. Participants are given a set number of stickers or markers to vote on preferred options. This visual and democratic process quickly identifies the most popular ideas, promoting transparent decision-making and efficient convergence on the best solutions. Dot voting is widely used in workshops, brainstorming sessions, and project planning to harness collective wisdom and streamline decision-making.

Instruction

Step 1:

Select a group of people and invite them to a session. Arrange a location and materials for the session.

Step 2:

As moderator, list down the ideas you want to vote for, and explain them where needed.

Step 3:

Ask each participant to vote on their top 2 or 3 by using dots (or stickers). Give them a limited number of dots, and they have to assign more to the idea they like the most.

Step 4:
Count votes and arrange them in popularity.

Step 5:

Discuss the reasons behind the hierarchy and see if the best idea(s) can be taken to the next level.

Tips:

Using this tool in digital shared workplaces like Miro and Figma

Background

Source: toolkits.dss.cloud/

60-90 min
3-7 People
Material
Pens, Post-its, Templates, Timer

Danish Clapping

General Tools

Get to Know, Warmup

Introduction

The Danish Clapping Game is a fun and interactive activity often used in team-building exercises to promote coordination, rhythm, and cooperation among participants. Here’s a step-by-step guide to playing the Danish Clapping Game. The Goal is to form bonds within the group, this is a great first game for raising energy, meeting new people.

Instruction

Step 1:

Form Pairs. Have participants form pairs.

Step 2:
Explain that the game is played in sync with a partner while making independent choices.

Step 3:

Practice Basic Beat. On every other beat, slap your own thighs. Demonstrate this.

Step 4: Practice Alternate Beats Choices. On alternate beats, each person chooses one of three actions:

Both hands to the right
Both hands to the left
Both hands up

Step 5:

If partners mirror each other, they slap their thighs and on the next upbeat, do a double high five.

Step 6:

The Goal is to go faster together. If anyone messes up, high five each other and start again.

Step 7:

Demonstrate how the game works, then have people play in pairs.

Tips:

Play for 1 min in a pair and then ring a bell and have people switch partners.

Background

Source: www.sessionlab.com

Template

60-90 min
3-7 People
Material
Pens, Post-its, Templates, Timer

Color Wheel Check-in

General Tools

Get to Know, Warmup, Icebreaker

Introduction

The Color Wheel Check-In Method, inspired by the Feelings Wheel, helps individuals identify and express their emotions with greater clarity. By breaking down broad emotions into more specific feelings, this method enhances emotional awareness and communication. It is commonly used in therapy, team settings, and personal reflection to encourage mindfulness and emotional regulation.

Source: Calm.com

Instruction

Step 1: Identify a Core Emotion
Look at the center of the feelings wheel and choose a broad emotion that best matches how you feel, such as anger, sadness, joy, fear, or surprise.

Step 2: Find a More Specific Feeling
Move outward from the core emotion to pinpoint a more precise feeling. For example, if you chose “anger,” you might refine it to “frustration” or “resentment.”

Step 3: Reflect on the Cause
Think about what triggered this emotion. Was it a specific event, thought, or interaction? Understanding the source helps in processing emotions effectively.

Step 4: Express Your Emotion
Write down or talk about what you’re feeling. Sharing your emotions, whether in a journal or with someone you trust, helps in emotional regulation and validation.

Step 5: Take Action
Decide what to do with the emotion. You might practice self-care, set boundaries, address a problem, or simply acknowledge the feeling without judgment.

Using this method regularly can improve emotional awareness and help navigate feelings with greater clarity.

Template

Color-Wheel

10-15 min
2-10 People
Material
Screen for showing the wheel/color wheel printed, Pens, Post-its, Timer

T-Shape Diagram

General Tools

Get to Know, Team-Building

Introduction

The T-shape diagram is a tool used to balance depth and breadth of knowledge in problem-solving. It represents two key aspects: deep expertise in one area (the vertical bar of the “T”) and a broad understanding across multiple disciplines (the horizontal bar). In the design thinking process, this approach is particularly useful during the team-building and splitting tasks during ideation and prototyping phases, where collaboration between specialists and generalists is crucial to generating innovative solutions.

Source:Delve

Instruction

Step 1: Define the Core Expertise
Start by identifying the specific area of deep knowledge or skill that you or your team members possess. This is the vertical bar of the “T” and represents where someone can provide deep insights and expertise.

Step 2: Identify Cross-Disciplinary Knowledge
List the additional areas where you have a working knowledge or basic understanding. These broader skills form the horizontal bar of the “T” and help in connecting ideas across disciplines.

Step 3: Map Team Members’ Strengths
For collaborative projects, create T-shape diagrams for each team member. This helps in understanding where deep expertise lies and how different skill sets can complement each other.

Step 4: Leverage the T-Shape for Ideation
Use the diagram during brainstorming sessions to ensure that ideas are both deeply informed and broadly inspired. Encourage experts to contribute insights while also engaging with perspectives outside their domain.

Step 5: Apply It in Prototyping and Testing
During prototyping, the balance of depth and breadth allows teams to create solutions that are both technically sound and user-centered. Specialists ensure feasibility, while generalists help refine the solution based on broader insights.

By using the T-shape diagram, teams can enhance collaboration, bridge knowledge gaps, and develop well-rounded solutions that are both innovative and practical.

Template

15-40 min
2-10 People
Material
Flipchart/Board, Pens, Post-its, Timer

Research Tools

In the Design Thinking process, research leads to empathy with the target audience. This allows designers to develop a deep understanding of the needs, motivations, and perspectives of users. It’s all about discovery, but not just about gathering superficial information, instead designers try to fully understand the user and open up their perspectives. Here are some useful tools to conduct a successful research phase.

Surveys

Research Tools

Understanding User, Defining the Problem

Introduction

A Survey is a list of questions asked to individuals to collect information, aiming to understand the thoughts, feelings, and opinions of a group. When the group is too large, surveying everyone can be too expensive or time-consuming, so a representative sample is selected. This sample helps describe group characteristics and test hypotheses about relationships within the group. Surveys gather quantitative data on preferences, behaviors, and attitudes, and can be conducted online or in-person to collect demographic information or measure user satisfaction.

Instruction

Step 1:

Prepare a list of questions to gather insights from users. Include a mix of multiple-choice, rating scales, and open-ended questions. In research phase, surveys could be design qualitative, quantitive, or with a mix of both approaches. Discuss the questions in advanced with you team and chose them from a bigger list of suggested questioned. You can use dot voting for choosing the most related questions.

Step 2:

Choose the sample population carefully. For scientific research, formulas like Cochran’s allow you to calculate an ideal sample size given a desired level of precision, confidence level, and the estimated proportion of the attribute present in the population. However, in many cases, reaching out to just a handful of the targeted audience can provide sufficient insights.

Step 3:

Create well-designed survey on paper or using platforms like Google Forms, Typeform, Microsoft forms or Survey monkey.

Step 4:

Distribute surveys through various channels such as social media, email, or in-app notifications. Also in-person and face-to-face surveys could be conducted. Surveys could be also done via telephone conversation.

To learn more about conducting user interviews and surveys, explore the following resources:

Tip 1:

Keep the lowest possible number of survey question. More than 10 questions could dramatically reduce the response rate.

Tip 2:

Avoid asking personal and sensitive question as much as possible. Questions about topics like the salary, sexual relationships, and religious believes could affect the response rate.

Tip 3:

Always thank participants for collaborating.

Tip 4:

Define a deadline for sending back the survey if you do it via email or post service. In case of doing the survey via postal procedure, provide the stamp (or sending back expenses) in advance or provide solutions for sending the form digitally via internet.

Background

Source: bootcamp.uxdesign.cc, www.statisticshowto.com

1 day -1 week
2-384 People
Material
Questionnaires, online survey platforms, analyzing software (matlab, excel, etc. )

Cultural Probes

Research Tools

Understanding User, Defining the Problem

Introduction

Cultural probes are an approach to qualitative user research where direct research is impractical or inappropriate. They consist of prompts, questions, and instructions, as well as artifacts to record thoughts and feelings. The artifacts can be as simple as a diary or as sophisticated as a disposable camera.

Instruction

There are a lot of methods to design a cultural probe kit and it is highly dependent to the nature of research. However generally speaking, cultural probes are used to gain unique insights and exceptional engagement from research participants and there It allows to learn more about participants’ daily lives and environments and starts conversations between designers to gain new insights.

Cultural Probes are given to a group of participants who complete open-ended activities to learn more about their daily lives and surroundings. They are carefully designed to encourage participation and motivation, and the activities should be as accessible and contextual as possible. A creative and interactive kit of cultural probe can help to understand how the end user think and behave.

Background:

Cultural Probes was developed by Gaver, Dunne and Pacenti in 1999. They were inspired by the art movement Situationist International. This technique does not follow the scientific approach. It follows the artistic approach, which is characterized by being irrational, uncontrolled, getting inspiration, and cannot be analysed systematically. As Gaver pointed out , the conceptual concerns and specific techniques of various arts movements also influenced their probes design.

Sources:

What are Cultural Probes? | IxDF – The Interaction Design Foundation
Designing Cultural Probes – Medium
Marcus, A, et al. “UX Storytellers, Connecting the Dots”,(P.336) 2010, UX Storytellers vi.ai

1 day - 2 weeks
2-30 People
Material
Various materials depending on the kit’s design

Interviews

Research Tools

Understanding User, Defining the Problem

Introduction

Interviews involve one-on-one conversations between a researcher and a user to gather qualitative data about their experiences, preferences, and behaviors. Interviews can be conducted in-person, over the phone, or online and are often used to gather detailed feedback on specific features or to understand the user’s thought process.

Instruction

Step 1:

Prepare a list of open-ended questions to gather insights from users.

Step 2:

Prepare a research plan, carefully detailing how long you want the interview to hold and the proposed questions for the interview.

Step 3:

Reach out to/ contact possible interviewees to schedule a date, time and venue for the interview. The number of interviewees involved are dependent of the project. The more people available to interview, the more precise and reliable the findings are.

Step 4:

On the assigned date, conduct interviews in-person or remotely using video conferencing tools (Google meet, Microsoft teams, Zoom, Skype or any tool of your choice).

Step 5:

During the interview, be prepared, encourage stories, observe non-verbal cues, embrace silence, avoid asking questions that will require a Yes or No response without a conversation.

Step 6:

Document the information gotten properly, if possible, ask for permission to record the conversation, so you can go over it again.

Source:

bootcamp.uxdesign.cc

Template

30-60 min
5-30 People
Material
Pens, Post-its, Notes, Timer, Voice Recorder, Video-call Equipment

Immersion

Research Tools

Understanding User, Defining the Problem

Introduction

There’s no better way to understand the people you’re designing for than by immersing yourself in their lives and communities. The Inspiration Phase is dedicated to hearing the voices and understanding the lives of the people you’re designing for. The best route to gaining that understanding is to talk to them in person, where they live, work, and lead their lives. Once you’re in-context there are lots of ways to observe the people you’re designing for. Spend a day shadowing them, have them walk you through how they make decisions, play fly on the wall and observe them as they cook, socialize, visit the doctor—whatever is relevant to your challenge.

Instruction

Step 1:

As you Create a Project Plan, budget enough time and money to send team members into the field to spend time with the people you’re designing for. Try to organize a homestay if possible.

Step 2:

Once you’re there, observe as much as you can. It’s crucial to record exactly what you see and hear. It’s easy to interpret what’s in front of you before you’ve fully understood it, so be sure you’re taking down concrete details and quotes alongside your impressions.Step 3:

A great Immersion technique is to shadow a person you’re designing for for a day. Ask them all about their lives, how they make decisions , watch them socialize, work, and relax.Step 4:

If you’ve got a shorter window for Immersion, you can still learn a lot by following someone for a few hours. Pay close attention to the person’s surroundings. You can learn a lot from them.

Source:

designkit.org

1 day - 1 week
1-2 People (designers)
Material
Pens, Post-its, notes, cameras, voice recorders,

User Camera

Research Tools

Understanding User, Defining the Problem

Introduction

Potential end users visually and verbally document their impressions, circumstances, and activities during the use and in the context of a product. The subject captives everything with the help of a camera and a notebook or diary. He/She also documents other adjacent activities, objects and the environment. Based on the collected impressions, the behavior pattern is analyzed. This can be used to derive relevant information for your own project or to identify potential weaknesses in the use of the product.

Instruction

Step 1:

This method can take a couple days to come to life, so make sure that you’ve allocated enough time in advance of a scheduled Interview to make it work. The goal is to capture everyday moments and dynamics.

Step 2:

Give the person you’re designing for a camera (if they don’t have one) and a prompt. If you’re designing a financial service you might ask the person to take pictures of everyone who influences their financial decisions. Or you could ask them to take a picture of all the places where they handle finances.

Step 3:

Once the person you’re designing for has taken the photos, get them developed, or have them send it to you digitally in advance of the scheduled interview.

Step 4:

Photojournals allow you to actually preview a piece of your Interview, so spend some time with the pictures and develop a few questions you’ll want to ask based on what you see.

Step 5:

When you’re together, ask the person to walk you through the photos they took, and what they mean. Probe into the “why” behind each photo, dig into how they feel about the photos, and don’t forget to ask what they decided to leave out and why.

Source: bootcamp.uxdesign.cc

2-7 days
1-5 People
Material

Camera, and notebook or diary, Instructions

Persona

Research Tools

Understanding User, Defining the Problem

Introduction

Personas are created to gain a deep and empathetic insight into the potential users or customers of a product or service solution. These fictional characters are usually based on information collected from previous interviews. Personas allow me as a designer to confidently and effectively put myself in the target groups and recognize the needs. I usually build my personas in Notion. There I can collect and structure all relevant content.

Instruction

Step 1:

Define Purpose and Scope: Determine what the personas are for and the scope of their influence. Decide whether the personas will have a broad scope (influencing multiple areas) or a narrow scope (focusing on a specific project or product).

Step 2:

Identify Stakeholder Goals: Ask stakeholders about their goals and the intended use of the personas. Understand if they need high-level strategic insights or detailed UI-design directions.

Step 3:

Consult and Educate Stakeholders: Educate stakeholders on the tradeoffs between broad and narrow scope personas. Explain how different scopes impact the richness of insights and decision-making effectiveness.

Step 4:

Gather and Analyze Data: Collect relevant data based on the scope and goals using surveys, interviews, and observations. Look for clusters of similar user behaviors, motivations, goals, and needs within the dataset.

Step 5:

Create Personas: Develop personas that represent these clusters of users. Ensure personas are specific to the context and goals of the project.

Step 6:

Include Stakeholders in the Process: Involve stakeholders in the persona creation process to enhance their understanding and ownership. Show them how the information is gathered and how themes are identified.

Step 7:

Deliver and Explain Personas: Provide contextual information explaining how and why the personas were created. Include guidance on how to use the personas to influence decision-making.

Step 8:

Iterate and Update: Regularly review and update the personas to ensure they remain relevant. Gather feedback from stakeholders and refine the personas as needed.

Source: www.nngroup.com

Template

60 min - 1 week
2-7 People
Material
Pens, Post-its, Sketching and Illustration Tools/AI Image Generator

Empathy Mapping

Research Tools

Understanding User, Defining the Problem

Introduction

An Empathy Map is a visual tool that serves to develop a deep understanding of the needs, feelings, and perspectives of a target group. When creating an Empathy Map, typically four main areas are considered:

“What is the user thinking?” “What is the user feeling?” “What is the user saying?” “What is the user doing?”

Each area is further specified by questions or placeholders to get the team to put themselves in the position of the user and to immerse themselves in his thoughts, feelings, statements, and actions.

Instruction

Step 1:

Start with the GOAL section, by defining WHO will be the subject of the Empathy Map and a goal: something they need to DO. This should be framed in terms of an observable behavior.

Step 2:

Once you have clarified the goal, work your way clockwise around the canvas, until you have covered Seeing, Saying, Doing, and Hearing. The reason for this is that the process of focusing on observable phenomena (Things that they see, say, do and hear) is like walking a mile in their shoes. It gives us a chance to imagine what their experience might be like, to give us a sense of what it “feels like to be them.”

Step 3:

Only AFTER you have made the circuit of outside elements do you focus on what’s going on inside their head. I’ve noticed many Empathy Map templates do not leave space inside the head at the center of the Empathy Map and put the “Think and Feel” categories on the periphery of the map. The large head in the center is one of the most important aspects of the map’s design. In fact we used to call this exercise “The Big Head” when we first started doing it, because the whole idea was to imagine what it’s like to be inside someone else’s head. That was and is the primary power of the exercise.

Step 4:

If you are designing products, services, or customer experiences, a completed Empathy Map is a great input for a value proposition design exercise.

Source: www.satellytes.com/

Template

30-60 min
2-7 People
Material
Pens, Post-its, Template

User Journey Mapping

Research Tools

Understanding User, Defining the Problem

Introduction

A customer journey map, or user journey map, is a visual representation of how customers experience your brand across all touchpoints. By placing interactions on a pre-made timeline, it maps out the user flow.

Understanding customer pain points, desires, and needs is crucial to creating a customer-centric experience.

Customer journey mapping tools visually represent customers’ thought processes and emotions from initial interaction to end goal, enabling businesses to assess their objectives. This practice can improve conversion rates and enhance overall customer experience.

Instruction

Step 1:

Identify your goal for the map. Determine why you’re creating the user journey, who it’s about, and what experience it is based on. Create a user persona to guide the map’s focus.

Step 2:
Identify your persona. Determine their key goals, struggles, and tasks. Conduct user research through surveys, sales team feedback, or customer service insights.

Tip: Narrow down to one or two personas to focus on. A user journey should represent a specific journey, so too many personas can dilute the accuracy.

Step 3:

Map out all current and desired customer touchpoints. Consider touchpoints beyond website, such as locations, social media, ads, email marketing, and 3rd party reviews.

Step 4:

Compile all necessary information and touchpoints. Include customer actions, needs, pains, and feelings (user emotions). Test the journey yourself to identify areas where expectations might not be met.

Step 5:

Review each persona map to understand customer experiences. Ensure needs are met and pain points addressed. Introduce improvements to the User Journey Map Template, brainstorm with your team, and assign the right team members to implement changes.

Source: miro.com/

Template

2 hours -2 days
2-7 People
Material
Pens, Post-its, Templates (persona, user journey map), whiteboards, etc.

User Story Mapping

Research Tools

Understanding User, Defining the Problem

Introduction

User story mapping is an agile way to manage product backlogs. User story mapping is a framework that product teams use for release planning. The user story map helps teams stay focused on business value and release features that customers care about.

The map consists of user stories written in the following way: As a < type of user >, I want < some goal > so that < some outcome >.

Here is an example:

As a creative professional, I want to organize my schedule, so that I have more free time.

This framework helps teams get a shared understanding of what needs to be done to satisfy customers’ needs.

Instruction

Step 1:

Define user personas. Start with one typical user persona and describe their main attributes: Short intro about the user, User goals, Pains and problems to be solved.

Step 2:

Discover user goals. Break down the user goals into activities and write them on sticky notes or virtual cards. Focus on what the user wants to achieve, not the specific steps they take.

Step 3:

Map the user journey. Identify and map out the steps the user takes to achieve their goals. Use sticky notes to outline each step in the journey, keeping titles short and clear.

Step 4:

Write user stories. Create user stories for each step using the format: As a , I want , that .
Shorten the user story titles for simplicity.

Step 5:

Prioritize your backlog. Organize user stories by priority. Place the most essential stories at the top and discuss priorities with external clients if necessary.

Step 6:

Slice out the MVP. Identify the Minimum Viable Product (MVP) by selecting the smallest set of tasks needed for a marketable product. Plan and schedule the development process release by release, focusing on completing at least one user journey first.

Sources:

miro.com/, storiesonboard.com/

Template

2 hours-2 days
2-7 People
Material
Pens, Post-its, Templates (persona, user story map), whiteboards, etc.

Stakeholders Map

Research Tools

Understanding User/Ecosystem, Defining the Problem

Introduction

An important part of stakeholder management, stakeholder mapping is the process of creating a visual representation of your stakeholders. In it, you lay out all thecross-functional stakeholders who have a stake in a product, project, or idea, all on one map. You can also document their roles and your relationship with them.

The main benefit of a stakeholder map is to see everyone who can influence your work and the relationships between them. Mapping your relevant stakeholders allows you to improve your stakeholder engagement and focus on relationship-building with important partners within your organization.

Instruction

Step 1:

Brainstorming: Identify all potential stakeholders (people, groups, or organizations) affected by or influencing your project. List their names using a shared online workspace like Miro with sticky notes or mind mapping.

Step 2:

Categorization: Group the stakeholders from the brainstorming session. Name each category and ensure no key players are overlooked.

Step 3:

Prioritization: Prioritize stakeholders, especially in complex projects. Use voting or the Mendelow power-interest matrix to categorize stakeholders into:

High power, high interest (Manage Closely)

High power, low interest (Keep Satisfied)

Low power, high interest (Keep Informed)

Low power, low interest (Monitor)

Step 4:

Stakeholder Communications: Develop engagement strategies for each category on the power-interest matrix. Engage in face-to-face communication with high-power, highly interested stakeholders to build trust. Address opposition by leveraging support from stakeholders with similar power levels.Communicate early and often, tailoring the amount of information to each stakeholder’s interest level.

Tip:

Internal stakeholders are members of your team involved in building your product or delivering a project. Their influence varies but they are all part of your organization. Examples include:

External stakeholders are impacted by your project or product but do not directly work on it. Examples include:

Stakeholders have influence and interest in a project for various reasons, whereas shareholders own a part of a company through stocks and are interested in the company’s performance but don’t have direct project-level influence.

Source:

miro.com

Template

60 min -1 day
2-7 People
Material
Pens, Post-its, Template

Future Cones

Research Tools

Understanding User/Ecosystem, Understanding trends, Defining the Problem

Introduction

The Futures Cone illustrates the variety of possible futures that emanate from the current moment in time. Applied to strategy, analysis of the range of futures for any given issue can inform strategic planning.

Instruction

Envisioning the future is hard. Structured and systematic processes like the Futures Cone* make it just that little bit less hard. Futures Cone analysis (template attached) can be used to explore the range of futures for any given issue so that possible strategic risks can be planned for, so mitigating their potential harm and exploiting associated opportunities.

Explanation:

As you gaze into the future, there are a great many things that could potentially happen emanating from the current moment in time. The further into the future your gaze extends, the broader the range of potential futures that come into view. The Futures Cone visualises this expanding range of potential futures as a set of nested cones, with each cone representing a different degree of future likelihood.

Projected future: The horizontal centre-line of the cone is the projected future. This is the default option. This is what will happen if nothing changes. This is the business-as-usual line.

Probable futures: These are likely to happen, given present circumstances. The level of planning you undertake to accommodate these futures should be proportional to:
1. their probability – the higher the probability of them happening, the firmer your plans should be;
2. the extent to which you feel circumstances today are going to continue to shape the future as they are currently shaping the present. In other words, do you see disruption on the horizon?

Plausible futures: These are outside the cone of probable futures, i.e. improbable, yet they could still come about. The means by which they could come about are known and are credible. Here, you possibly don’t need elaborate plans yet, but you do need vigilance to spot when a plausible future becomes more probable.

Possible futures: These are both improbable and implausible, yet substantial changes in circumstances could still see them occur. The only planning needed here is to look for possible futures that would hugely impact you and which could be planned for relatively easily and inexpensively.

Preposterous futures: These are the ones that you scoff at and dismiss, yet still occasionally come about. These can often be useful provocations in futures-planning sessions. Identify a handful of preposterous futures that are improbable, implausible and impossible. Now try to work out why they are so preposterous and what would need to change to make them possible? Now, do you still think they are as preposterous as you did originally? Part of the value of the Futures Cone is the recognition that things frequently move from preposterous to actually happening, and hence need to be planned for.

A strategy is a compelling vision of the future. It is about the destination we seek and the path we choose, to get there. As such, it should be resilient in the face of changing circumstances. A strategic plan, on the other hand, is a programme for transformational change. It is all about people, priorities, resources, targets and deadlines. It needs to adapt and evolve. A strategic plan should be designed to cater for both projected and probable futures. It should ideally have contingency plans for plausible and possible futures. And it should ignore preposterous futures until the time they start to transform themselves first into possibilities and eventually into probabilities.

Source:

The Futures Cone was developed by Joseph Voros (2003, 2017) from the ‘Cone of Plausibility’ devised by Charles Taylor (1990), and the ‘futures cone’ model used to portray alternative futures by Hancock and Bezold (1994)

Template

30-60 min
2-40 People
Material
Pens, Post-its

A day in the Life

Research Tools

Understanding User, Defining the Problem

Introduction

A Day In The Life is a type of ethnographic study where the researcher follows and observes a user through a typical day. The objective of this activity is for the researcher to understand the routine and typical activities of a user that the user performs by mere habit and that the user would perform subconsciously.

Instruction

Step 1:

Based on your design question, define the activities that you want to understand better.

Step 2:

Find participants that are willing to be followed for some hours (or even an entire day).

Step 3:

Arrange/schedule to follow participants throughout their day/activities.

Step 4:

Make sure you have materials to capture the data that the participants feel comfortable with (audio/video recordings, note taking, etc.)

Step 5:

Follow participants and capture the information. Sometimes it help to ask participants to explain the reasoning they have for doing things in a certain way.

Step 6:

Go over the information that has been captured. Make storyboards that include a timeline of actions and explanatory text

Step 7:

Analyse the data to gather insights.

Source: think.design,toolkits.dss.cloud

1 day
1-2 people
Material
Pens, Post-its, notes, camera, voice recorder.

Synthesis Tools

In this phase, insights from the previous step are analyzed and structured. The clear definition allows the design team to work specifically on the challenge and develop innovative solutions. This phase is crucial to ensure that the team is working on a well-understood and relevant problem before focusing on idea generation and prototype development.

Affinity Diagram

Synthesis Tools

Sorting and Clustering Findings

Introduction

An affinity diagram (sometimes known as an affinity map or affinity chart) is a visual tool that helps you organize a huge amount of information or findings. You’ll sort ideas into different groups or categories based on their relationships to one another.

The diagram structure itself is pretty simple. It makes it easy to break down complex information, allowing everyone to understand the different elements of your key concept.

Although affinity diagrams are typically used as part of the research phase and brainstorming process, they can also be used in other areas. They help teams improve their processes, create new and innovative solutions, reach a group consensus, and mediate any professional conflict.

Instruction

Step 1:

Gather all the findings, keywords, quotes, comments, etc. from research phase (or after an brainstorming session)

Step2:

Categorize Your Ideas: Organize the sticky notes into common themes. Start with one note to create the first category and compare each subsequent note to determine if it fits into the same group or if a new category is needed. Aim for three to ten groups, naming each based on their common themes.Ensure categories emerge organically from the brainstorming session rather than being predetermined.

Step3:

Act on Your Ideas: Use the affinity diagram to create actionable items and timelines. Apply additional filters and organization tactics, such as:
– **Hierarchy**: Group stickies based on the level of the idea, if applicable.
– **Prioritization**: Prioritize groups based on your goals, using tools like voting features to assist.
– Translate the organized information into concrete steps to solve the identified problem.

Source: miro.com/

30-60 min
2-7 People
Material
Pens, Post-its, whiteboards/walls, timer

System Mapping

Synthesis Tools

Sorting and Clustering Findings, Discovering Patterns

Introduction

Systemic design integrates systems thinking and human-centred design, with the intention of helping designers cope with complex- a.k.a wicked problems through design projects that foster system change. System mapping is the process of creating a diagram to represent the elements and relationships of s system. System maps aim to give an overview of a system and how the parts interrelate to form the whole. In short they show the landscape in which actors exist.

Instruction

Step 1:

Define the Purpose
– Clearly outline your objectives for the map.
– Determine if the map aims to identify care gaps, communicate with stakeholders, or plan integrated services.
– A clear purpose will guide the map’s development.

Step 2:

Understand the Current System
– Start by understanding the existing system through desk research or stakeholder interviews.
– Stakeholders, as system experts, can provide valuable insights by drawing maps of the current system.
– Identify elements such as:
– Service Providers: Organizations and facilities offering mental health and substance use services.
– Key Stakeholders: Government agencies, third sector, advocacy groups, housing and social support, and individuals.
– Service Parts: Different types of services like therapy, addiction treatment, crisis intervention, and harm reduction.
– Patient Pathways: Entry points and patient movement within the system.
– Policies and Regulations: Locations for medication-assisted treatments (MAT) and other regulations.
– Service Interventions: Areas for proposed interventions and capacity additions.
– Gaps: Unidentified gaps in services.

Step 3:

Clustering and Drawing Connections
– Service Clustering and Defining Boundaries:
– Group similar services based on functions and goals.
– Define the system boundary, possibly by geographic location or service levels (primary, secondary, third sector).
– Identify missing stakeholders and service providers.
– Represent clusters as nodes or shapes, using colors and labels for differentiation.

– Drawing Connections:
– Identify relationships between clusters to highlight interconnectedness.
– Use lines and arrows to show relationships (e.g., solid lines for direct connections, dotted for potential, thicker for strong connections).
– Show entry routes and discharge pathways with different colors.
– Indicate temporal aspects like timeframes, waiting times, or care durations.

Step 4:

Highlight the Map Focus
– Service Access Points:
– Highlight areas with accessible services and those with limited access.
– Identify bottlenecks and areas needing more resources and capacity.

– Patient Pathways:
– Map typical patient pathways, including referrals, intake processes, and ongoing care.
– Show relationships between service providers and patient pathways.
– Highlight feedback mechanisms to show dynamic behaviors and cyclical effects within the system.

Source: www.hisengage.scot

Template

1 day - 6 months
2-7 People
Material
Pens, Post-its, notes, laptops, virtual working boards (e.g. Miro)

Iceberg Model

Synthesis Tools

Sorting and Clustering Findings, Discovering Patterns

Introduction

Addressing problems only on their event level is often not enough. The real causes are often hidden from plain sight.

Iceberg model is a tool that allows you to shift your perspective and see beyond the immediate events that everyone notices. It helps you to uncover root causes of why those events happen. That’s possible by looking at deeper levels of abstraction within the system that are not immediately obvious.

Instruction

Iceberg model consists of four levels:

Events
Patterns
Structures
Mental models

Looking below individual events, you can see trends over time—patterns. They are the clue for understanding the system structures that are behind those patterns. Structures are the relationships and feedback loops inside a system. These structures are in turn based on the underlying mental models of people.

Events and patterns show you what is happening. Structures and mental models tell you why it’s happening.

The deeper you can go in the iceberg, the more leverage you’ll have.

Investigate all four levels
Here are some questions to help you understand each level within a certain problem or situation.

Events: What is happening right now?
Patterns: What has been happening over time? What are the trends?
Structures: What’s influencing these patterns?
Where are the connections between patterns?
Mental models:What values, beliefs or assumptions shape the system?
It’s important to note that answering these questions will likely require some research and digging. Especially when it comes to the mental models which are hard to document, let alone see in plain sight.

Source: untools.co/

Template

30-180 min
2-7 People
Material
Pens, Post-its

HMW Question

Synthesis Tools

Narrowing Down Findings, Addressing the Main Problem.

Introduction

By defining themes and insights, you’ve identified problem areas that pose challenges to the people you’re designing for. Now, try reframing your insight statements as How Might We questions to turn those challenges into opportunities for design. We use the How Might We format because it suggests that a solution is possible and because they offer you the chance to answer them in a variety of ways. A properly framed How Might We doesn’t suggest a particular solution, but gives you the perfect frame for innovative thinking.

Instruction

Step 1:Start by looking at the insight statements that you’ve created. Try rephrasing them as questions by adding “How might we” at the beginning.

Step 2:

The goal is to find opportunities for design, so if your insights suggest several How Might We questions that’s great.

Step 3:

Now take a look at your How Might We question and ask yourself if it allows for a variety of solutions. If it doesn’t, broaden it. Your How Might We should generate a number of possible answers and will become a launchpad for your Brainstorms.

Step 4:

Finally, make sure that your How Might We’s aren’t too broad. It’s a tricky process but a good How Might We should give you both a narrow enough frame to let you know where to sta

Source:

www.designkit.org/

30 min - 1 day
2-7 People
Material
Pens, Post-its

Golden Circle

Synthesis Tools

Narrowing Down Findings, Addressing the Main Problem.

Introduction

The Golden Circle is a framework developed by Simon Sinek that helps organizations and individuals clarify their purpose and align their actions with that purpose. It consists of three layers: Why, How, and What. The core idea is that starting with “Why” — the purpose or belief behind an idea — is more compelling and effective than focusing on what a product or service does. This approach is highly relevant in the empathize and define phases of design thinking, where understanding the core purpose and needs of users is critical.

Source: simonsinek.com

Instruction

Step 1: Start with “Why”
Ask yourself or your team why you are doing this project or creating this product. The “Why” is the purpose, cause, or belief that inspires the action. It goes beyond just making a profit or fulfilling a specific task. It’s about understanding the deeper motivation behind the work. For example, “We believe in creating products that bring people together.”

Step 2: Move to “How”
Next, define how you plan to bring the “Why” to life. The “How” involves the process or unique approach that sets you apart and helps you achieve your purpose. It’s the principles or values that guide your work. For example, “We focus on user-centered design to create intuitive experiences.”

Step 3: Finish with “What”
The “What” is the tangible product, service, or outcome you are offering. It’s what you deliver to the market. For example, “We are designing a mobile app that enables social networking.”

Step 4: Communicate in Reverse Order
When presenting your ideas or product, start with the “Why” to connect emotionally with your audience. Then explain “How” you will do it, and finally, share the “What” — the end result. This approach engages both the heart and mind, making the message more compelling and memorable.

Step 5: Align with Users’ “Why”
In the empathize phase of design thinking, make sure that your “Why” resonates with the needs and values of your users. Understanding their motivations can help you create a product that deeply aligns with their desires.

The Golden Circle helps clarify the essence of what you’re creating, ensuring that the process remains focused on a clear purpose and the emotional connection to users is strong.

Template

No, however its better to draw three concentric circles on a board/flip chart or miro.

30 min - 1 day
2-7 People
Material
Pens, Post-its

Ideation Tools

The Ideate phase in Design Thinking is the third step of the Design Thinking Process. In this phase, it’s about generating a variety of creative ideas to find innovative solutions for the previously identified problem or challenge. The aim is to approach the problem openly and unrestrictedly, and to open one’s perspective. This phase is again very much about discovery; be open and playful, nothing is too crazy or courageous – for now.

635 Brainwriting

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Walt Disney Method

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

6 Thinking Hats

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Hell and Heaven

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Idea Fridge

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

SCAMPER

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

The SCAMPER method examines the methods that may strengthen ideas based on seven factors; Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, and Rearrange. Unlike the SWOT analysis, the SCAMPER technique evaluates how an idea can be pushed further using the above factors. It provides a valuable tool for evaluating ideas and making them solid enough for the next stage

Instruction

The first step in implementing the SCAMPER technique is to clearly define the problem at hand. Once you have a clear understanding of the problem, you can begin applying the different components of SCAMPER to stimulate creativity and generate new ideas. Let’s take a closer look at each element of the SCAMPER technique and how it can be used to approach problem-solving from a fresh perspective.

Understanding the components of SCAMPER
S – Substitute
The first component of the SCAMPER technique is Substitute. This involves replacing one element or component of a problem with something else. By considering alternative options, you can challenge conventional thinking and uncover new possibilities. For example, if you’re trying to improve the packaging of a product, you could substitute traditional materials with more sustainable alternatives. This simple substitution could not only enhance the overall sustainability of the product but also differentiate it from competitors in the market.

C – Combine
The next component of SCAMPER is Combine. This step involves merging different elements or ideas to create something new. By combining unrelated concepts, you can generate innovative solutions that may not have been considered before. For instance, if you’re a restaurant owner looking to attract more customers, you could combine the concept of a traditional cafe with a bookstore to create a unique and cozy reading cafe. This combination not only provides customers with a relaxing environment to enjoy their favorite books but also offers a delicious menu for them to indulge in.

A – Adapt
The third component of SCAMPER is Adapt. This involves making modifications or adjustments to an existing idea or product to better suit a specific context or purpose. By adapting existing solutions, you can cater to different needs and target new markets. For example, if you’re a software developer looking to create a mobile app, you could adapt an existing desktop application to make it more user-friendly and compatible with mobile devices. This adaptation allows you to tap into the growing market of smartphone users and expand your customer base.

M – Modify
The Modify component of SCAMPER focuses on making changes or alterations to an existing idea or product. This step encourages individuals to think critically about how they can improve upon existing solutions. By making modifications, you can enhance functionality, aesthetics, or overall performance. For instance, if you’re a car manufacturer looking to design a more eco-friendly vehicle, you could modify the engine system to reduce emissions and improve fuel efficiency. This modification not only aligns with the growing demand for sustainable transportation but also positions your brand as an industry leader in environmental consciousness.

P – Put to another use
The Put to another use component of SCAMPER challenges individuals to explore alternative applications or purposes for an existing idea or product. By thinking outside the box, you can uncover new markets or uses that may have been overlooked. For example, if you’re a clothing designer struggling to find sustainable materials for your designs, you could consider repurposing discarded fabrics or materials to create unique upcycled garments. This approach not only reduces waste but also provides customers with one-of-a-kind pieces that align with their values.

E – Eliminate
The Eliminate component of SCAMPER encourages individuals to identify and remove unnecessary elements or steps from a process or solution. By eliminating nonessential components, you can streamline processes, reduce costs, and improve efficiency. For instance, if you’re a software developer working on a new app, you could eliminate complex registration forms and opt for a simpler social media login option. This elimination not only simplifies the user experience but also reduces barriers to entry and increases user adoption.

R – Reverse
The final component of SCAMPER is Reverse. This step involves flipping the perspective or approach to a problem. By considering the opposite or reverse of a conventional solution, you can challenge assumptions and uncover unique insights. For example, if you’re a marketing manager looking to promote a new product, you could reverse the traditional approach of targeting a broad audience and instead focus on a niche market. This reversal allows you to tailor your messaging and marketing efforts to a specific group, increasing the likelihood of engagement and conversion.

Tip 1: Embrace curiosity and open-mindedness: Approach each component of SCAMPER with a sense of curiosity and a willingness to explore new ideas. Be open to unconventional approaches and perspectives.

Tip 2: Collaborate and brainstorm: The SCAMPER technique is even more effective when used as a collaborative tool. Gather a diverse group of individuals and encourage brainstorming sessions to generate a wide range of ideas.

Tip 3: Break down the problem: Before applying the SCAMPER technique, ensure you have a clear understanding of the problem at hand. Break it down into its key components to facilitate the application of each SCAMPER strategy.

Source:

bigbangpartnership.co.uk/scamper/

30-60 min
2-7 People
Material
Pens, Post-its

Learning from Others

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

World Café

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Idea Shoping

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Idea Napkin

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

Idea Napkin Template

30-60 min
2-40 People
Material
Pens, Post-its

Idea Mixer

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Idea Mixer or Idea Mash-up is an ideation tool helping designer to ideate and think from a different angle. A Mash-up brings odd or unexpected things together to spark fresh ideas. The tool let you mix tour statements (Ones you bring from your HMW questions) with an object or gadget and develop it into something new.

Instruction

STEP 1 – FRAME – Articulate the challenge as a How Might We statement.

STEP 2 – NARROW – Pick two broad, unrelated categories, like hospitals and hotels or waiting rooms and schools. Think outside your industry.

STEP 3 – GENERATE – Starting with one category at a time, list as many elements of these two experiences you can in two minutes.

STEP 4 – MASH-UP – Combine items from the two lists to ideate as many new products, services or experiences as you can.

The Mash-up emphasizes quantity. The more ideas you come up with, the better chance you have to reach a truly brilliant solution. It also applies constraints. Quick sprints drive creative sessions and avoid burnout. Perhaps most importantly, it helps us start down the path from the ridiculous to the radical solution.

Template

Idea Mixer Template

15-30 min
3-10 People
Material
Template, Pens, Post-its

Idea Profiling Canvas

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

AI for Ideation

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

AI can be used as an ideation technique by generating new ideas based on large amounts of data and identifying patterns and associations that humans may not recognize. AI can help your ideation process by leveraging machine learning algorithms to analyze your data and provide insights that can inform your decision making.

Instruction

Here are some specific ways that AI can assist with ideation:

Idea Generation: AI can analyze your data to generate new ideas and concepts based on patterns and associations that humans may not recognize. By mining data from your team’s projects, tasks, and activities, AI can suggest new approaches or solutions that may have been overlooked.
Trend Analysis: AI can analyze your data to identify emerging trends and opportunities for innovation. This can help your team stay ahead of the curve and develop new products and services that meet evolving customer needs.
Personalization: AI can personalize products and services based on individual preferences and behaviors. By analyzing data on customer preferences, AI can suggest tailored products and services that meet specific needs and preferences.
Optimization: AI can analyze your processes and systems to identify areas for improvement and suggest new approaches. This can help your team streamline operations, reduce waste, and improve efficiency.
Brainstorming Assistance: AI can assist with brainstorming sessions by providing automatic suggestions based on the input provided by your team. This can help stimulate new ideas and encourage creative thinking.

Background

Source: Clickup

30-60 min
1 Person
Material
Smartphone/PC/Laptop, an AI engine + Account

Clear Idea

Ideation Tools

Summarizing and Presenting Idea(s)

Introduction

Clear Idea templates help you transform your concept into a structured format, allowing you to clearly define the target users, key functions, benefits, and future potential of your solution. They provide a concise overview, making it easier to evaluate, refine, and communicate your idea effectively.

Instruction

Step 1: Identify the User

Determine who you are designing for. Which target group will use your solution?

Step 2: Define the Problem & Inspiration

What inspired this idea? Identify the specific How Might We (HMW) question your solution addresses and the core need that led to its creation.

Step 3: Understand the User Impact

How does your solution help the user? Define the type of support or value it provides.

Step 4: Frame Your Solution

Clearly articulate what your solution is—a product, service, campaign, or event. Try to give it a name that captures its essence.

Step 5: Outline the Functionality

Break down how your solution works. What steps or key phases does it include?

Step 6: Highlight the Benefits

Identify the key advantages your solution offers to the user. What makes it valuable and effective?

Step 7: Consider Sustainability & Scalability

Assess how durable and adaptable your solution is. Can it grow, evolve, or be applied in different contexts over time?

Template

Clear Idea Template

15 min
2-6 People
Material
Template, Pens, Post-its

Idea Blossom

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

Traditional brainstorming and spider diagrams have their drawbacks—brainstorming can be chaotic, and spider diagrams may lack depth. The Lotus Blossom Technique offers a structured alternative for generating and refining ideas.

This method, developed by Yasuo Matsumura, uses a 9×9 grid to expand a central idea into sub-themes, encouraging deeper exploration. It provides a balance between creativity and structure, making it easier to break through mental blocks and generate innovative solutions.

Source: Nulab

Instruction

Step 1: Set Up Your Team

Decide whether to work alone or in a small group. If working in a team, the ideal group size is no more than five people. If more participants are involved, divide them into smaller teams to maintain efficiency and focus.

Step 2: Create the Lotus Grid

Draw a 3×3 grid on paper or use a digital tool. In the center square, write the main problem you want to solve. In the surrounding eight boxes, write ideas related to the problem. At this stage, avoid overanalyzing or filtering ideas—focus on generating as many as possible. There is no such thing as a bad idea, as even unrelated or far-fetched concepts can inspire innovative solutions.

Step 3: Expand Your Ideas

Take each of the eight surrounding ideas and place them at the center of their own 3×3 grid, essentially creating eight new lotus grids. Around each new center, generate eight additional ideas. This process results in a total of 64 ideas connected to the original problem. If more than eight ideas emerge in any section, similar ideas can be merged, or additional layers can be created to accommodate them.

Step 4: Organize and Sort the Ideas

Once all ideas are recorded, it is time to organize and filter them. If working on paper, spread out the ideas for visibility or attach them to a board for easier comparison. If using a digital tool, ensure all information is saved and shareable. Each idea should be evaluated based on three key questions: Does it solve the problem? Does it align with the project goals? Does it fit within the company vision? Ideas that meet all three criteria should be kept, while those that do not can either be adjusted or discarded.

Step 5: Choose the Best Ideas

From the refined list, the strongest ideas should be selected. If working in a group, participants can vote on their favorites using stickers or digital comments. The list should then be narrowed down to the top three ideas based on priority and feasibility. A SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) can be used to further refine and validate the final choices.

Step 6: Save and Reuse for Future Inspiration

All ideas, even those that were not selected, should be recorded for future reference. If working on paper, taking photos or transcribing them into a document ensures they are not lost. If using a digital tool, saving the files in a shared folder allows for easy access later. Problem-solving is an iterative process, and ideas that may not be useful now could become valuable in future projects.

Template

There are templates, but it is better if you draw the grid on a flipchart/board or use post-its instead. you can find boards for that on miro

15-30 min
4 People
Material
Flipchart/Board, Pens, Post-its

Sanchez Method

Ideation Tools

Developing Solution, Think Out of the Box

Introduction

The Sanchez Method is an ideation technique that focuses on generating a wide variety of solutions through a structured approach, encouraging creativity and lateral thinking. It involves breaking down the problem into multiple perspectives, and by looking at it from different angles, you can uncover novel and innovative ideas. This method is particularly useful for tackling complex problems and is often employed in the ideate phase of design thinking, where the goal is to generate as many ideas as possible to solve a problem.

Instruction

Step 1: Define the Problem Clearly
Begin by clearly articulating the problem you’re trying to solve. This is the central challenge that the ideation process will revolve around. Make sure that everyone involved has a shared understanding of the problem’s scope, context, and goals.

Step 2: Break the Problem into Smaller Elements
Divide the main problem into smaller, more manageable sub-problems or aspects. These might include specific pain points, user needs, or challenges that can be tackled individually. Each of these elements will be used to inspire new ideas.

Step 3: Identify Key Perspectives
Consider the problem from different perspectives.

Step 4: Brainstorm Solutions for Each Element
For each sub-problem or perspective, generate as many ideas as possible. The Sanchez Method encourages you to come up with both conventional and out-of-the-box ideas without judging them at this stage.

Step 5: Combine and Build on Ideas
Once you have a collection of ideas, look for ways to combine them or build on them. Sometimes, merging two seemingly unrelated ideas can lead to an innovative solution. Also, consider how these ideas could work together to address the problem more holistically.

Step 6: Evaluate and Refine
Finally, assess the feasibility and impact of the ideas. Consider the potential challenges, resources required, and how well each solution addresses the core problem. Refine the most promising ideas and start preparing them for prototyping or further development.

Template

30-40 min
4-10 People
Material
Flipchart/Board, Pens, Post-its

Prototyping and Testing Tools

The Prototyping phase in Design Thinking allows us to receive real feedback early in the development process, identify risks and make iterations to optimize the possible solution. It is a key step to ensure that the developed solution truly meets the needs of the users and is practical. With prototyping you can test things out very fast. Some ideas will fail, but failing fast is natural part of the design process.

30-Second Sketching

Prototyping And testing Tools

Prototyping

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Rapid Prototyping

Prototyping And testing Tools

Prototyping

Introduction

For human-centered designers, prototyping is an incredibly effective way to make ideas tangible, to learn through making, and to quickly get key feedback from the people you’re designing for. Rapid testing with real users can help you identify concepts that have potential for impact and spot ways to improve on early ideas. Prototyping isn’t about being precious. Simple, scrappy prototypes will not only save time, but also help focus testing on just the critical elements. The steps outlined below could take anything from a few days to a few weeks, depending on the challenge you’re solving. Follow them at a pace that works for you.

Instruction

Step 1:

After you have brainstormed ideas and bundled those ideas into concepts you’ll want to select a few of the most promising concepts to bring forward into testing. Use the Determine What To Prototype activity to help you select concepts and get clear on what you need to learn.

Step 2:

Once you’ve determined what to prototype, the Build & Run Prototypes activity can help you find fast and scrappy ways to do your testing. This stage of the design process could take anything from a few days to a few weeks, depending on what you’re testing and how many rounds of prototyping you want to do.

Step 3:

You’ll probably be testing several prototypes at once, so you’ll need to capture your findings in an organized in order to learn about what works and decide what to iterate upon or take forward, using the Prototype Report Card worksheet.

Step 4:

Prototyping is an iterative process and so you may repeat this sequence several times over. Each time you will Integrate feedback and Iterate upon your solution, to improve and refine it. And with each new round of testing your learning goals will become more tightly focused, as you make decisions about what to take forward.

Source: designkit.org

30-180 min
2-7 People
Material
Prototyping tools: legos, cardboard, glue, scissors, scalpel, markers, tapes, etc.

Letter to Oma

Prototyping And testing Tools

Prototyping

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Future Headline

Prototyping And testing Tools

Prototyping

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Service Blue Print

Prototyping And testing Tools

Prototyping

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Implementation Tools

In this phase, the solution developed in the design process is actually developed or implemented. It is closely related to the implementation of concrete measures to translate the designed concept into reality. One should make sure that the chosen solution is implemented correctly and actually offers the user an improvement.

Business Model Canvas

Implementation Tools

Implementation

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Solution Roadmap

Implementation Tools

Implementation

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its

Logic Model

Implementation Tools

Implementation

Introduction

Instruction

Step 1:

Step 2:

Step 3:

Continue the mingle for a fixed amount of time and encourage participants to try to meet every other member of the group. If time allows, continue until everyone meets everyone.

Step 4:

Background

Source: Hyper Island toolbox

Template

30-60 min
2-40 People
Material
Pens, Post-its