Crash the ACUC - Design thinking Workshop 17June2012

d f d i thi kia day of design thinking6 17 20126.17.2012

Agenda: an intense day

9:00 to 9:30 Introductions: Who are we? What are we doing? Why?

9:30 – 10:00 Design Research: What is it? How is it done?

10:00 to 10:30 Secondary Research: What did we learn from the world?

10:30 to 10:45 b r e a k

10:45 to 11:45 Primary Research: What more can we learn?

11:45 1:00 Learn at Lunch: What are people’s needs and experiences?11:45 – 1:00 Learn at Lunch: What are people’s needs and experiences?

1:00 to 1:30 b r e a k

1:30 to 2:30 Analysis and Synthesis: What are design opportunities?1:30 to 2:30 Analysis and Synthesis: What are design opportunities?

2:30 to 4:00 Ideation: What might we create?

4:00 – 4:15 b r e a k

4:15 – 5:00 Decision-Making: What will we create?

6/17/2012 Cooperative Trust | Crash the ACUC 2

Storytelling!

• We are documenting with video and photos soand photos so SMILE!


i tintros Wh ? Wh t d i ? Wh ?Who are we? What are we doing? Why?

Welcome!

• We are gathered here to use gDesign Thinking to explore the question: How might Credit Unions reach out toCredit Unions reach out to those among us who are currently unserved or underserved by traditional financial institutions?

• Today’s workshop fits into a full week of action!


Who are we?


Alignment

• Let’s visualize this week’s outcome and set boundaries and constraints

• This week is• This week is…• This week is not…• Will be successful if…• We are designing…• We are not designing…


d i thi kidesign thinking Wh t i it? H i it d ?What is it? How is it done?

Design Thinking

• There’s process, yes, but the most important thing is to be p , y , p ghonestly curious…

• About people• About your business• About your business• About your industry• About solutions

• … and to be open to the same. • Don’t assume that you know the solution, or that you

understand the problem spaceunderstand the problem space.


Design Thinking: What is it?

Abstract

PATTERNSFRAMEWORKS

DIRECTIONIMPERATIVES

Analysis SynthesisAnalysis Synthesis

C t

DATAOBSERVATIONS

IDEASSOLUTIONS

Adapted from Charles Owens, professor of IIT’s Institute of Design


Concrete


Abstract

PATTERNSFRAMEWORKS



Research. Look at the world

C t

DATAOBSERVATIONS

IDEASSOLUTIONS

the world. Outcomes: profiles, stories, issues, pain‐

points, needs. S bi d



ConcreteStay unbiased.


AbstractApply structure. Look for insight,

PATTERNSFRAMEWORKS


Look for insight, meaning, relevance.

Outcomes: frameworks, design it i t

Analysis Synthesis

criteria, segments.Allow uncertainty.

Analysis Synthesis

C t

DATAOBSERVATIONS

IDEASSOLUTIONS



Concrete


Abstract Ask, “So What?” Build insights and

PATTERNSFRAMEWORKS


Build insights and tie to business.

Outcomes: Design principles, strategy,

t iti

Analysis Synthesis

opportunities Think broadly.

Analysis Synthesis

C t

DATAOBSERVATIONS

IDEASSOLUTIONS



Concrete


Abstract

PATTERNSFRAMEWORKS



Create things that are new to the

ld

C t

DATAOBSERVATIONS

IDEASSOLUTIONS

world. Outcomes: ideas, concepts, designs.

Keep it real.



Concretep


Abstract

PATTERNSFRAMEWORKS



C t

DATAOBSERVATIONS

IDEASSOLUTIONS



Concrete


• We will be going through this process in one day, though it g g g p y, goften takes months to do thoroughly.

PATTERNS DIRECTIONPATTERNSFRAMEWORKS


2 – 6 2 – 6

4 – 10

2 – 6 weeks

2 – 6 weeks

4 – ?

DATA IDEAS

weeks weeks


OBSERVATIONS SOLUTIONS

Design Thinking: What else is it?

• So that’s the process, p ,roughly.

• It’s important to understand th t it’ h tthat it’s an approach to problem-solving that is also characterized by being

• Collaborative• Human-based• IterativeIterative• Multi-disciplinary


Design Thinking: Abstract and Concrete

• One of the most difficult things for people to manage is ambiguity. W ill ll i• We will wallow in abstraction for awhile – try to be comfortable with that.

• We’re working towards more concrete solutions as we move fromwe move from understanding why to thinking about what and how.


Design Thinking: Talking and Doing

T lk DTalk DoTalk DoTalk DoTalk Do


Teams!

• Teamwork is not easy. Do…

Talk Do

y• Be nice! • Practice your best listening skills. Don’t let enthusiasm

steamroll your team-matessteamroll your team mates.• Participate fully.• Be wrong. Your team will be there for you!

B di t if thi f l ff t F it h d• Be direct if something feels off on your team. Face it head-on.• Know your role but be ready to pitch in on any task.• Be bold. Strive to fail


Teams!

• 5 people per team

Talk Do

p p p• Work with people you don’t know• Name your team!

• Hey, everyone’s gotta participate every step of the way! But identify these roles. Write your role on a Post-It Note and put it on your forehead.

• 1 - Time-keeper/Project Mgr. Critical! Keeper of the agenda. Must be an enforcer.

• 2 - Presenter/Storyteller Represent the group’s work during share outs2 - Presenter/Storyteller. Represent the group s work during share-outs.

• 3 - Lead Researcher. Like talking to people? Empathy important!

• 4 - Scribe/Note taker. If everyone copied your notes in college this is your job!

5 D t i /Ph t h• 5 - Documentarian/Photographer. Channel your inner photo-journalist.


d hsecondary research Wh t did l f th ld?What did we learn from the world?

Secondary Research

• We need to “get smart”

Talk Do

g• Industry landscape• Competitive strategies• Competitive products

PATTERNSFRAMEWORKS


• Competitive products• Historical/cultural precedent• Trends• Pertinent technologies• Expert opinions• Sacred cows and holy grailsy g

• This also gives us clues about where to go in

i h

DATAOBSERVATIONS

IDEASSOLUTIONS

primary research


Secondary Research

• What did we already learn?

Talk Do

y• Multiple reasons for being UU…

where does the responsibility lie?• Market is complex and sizableMarket is complex, and sizable

60-88 million people25% have prime credit, >50K/yr

T d b hl b ki bil• Trends – branchless banking, mobile money, micro-lending, NFC, GPS

• Products – only two cited were from t diti l FItraditional FIs

• Technology (great discussion!)• History – community, simplicity, self-

reliance, reputation, social pressure, barter, alternative currencies


Secondary Research

• Conclusion

Talk Do

• What are the three most relevant things we’ve learned from secondary research?’

• Key Questions• Can a person be a financially

responsible UU?responsible UU?• How can we get communities to

make better financial decisions?Wh l i• What are people trying to accomplish, fundamentally?

• What are the infrastructures and i ti i l ?incentives in place now?


i hprimary researchWh t l ?What more can we learn?

Primary Research – why do it?

• We are people making

Talk Do

p p gproducts and services for people, after allG th l

PATTERNSFRAMEWORKS


• Gather new, real observations and data

• But…resist the urge toBut…resist the urge to solve individual problems

DATAOBSERVATIONS

IDEASSOLUTIONS


Primary Research – why do it?

• Challenge hypotheses and

Talk Do

g ypassumptions

• Beware ethnocentrism: judging another culture solely “M i i l d d i b f

Clifford Geertz

judging another culture solely by the values and standards of one's own culture, especially with concern to language,

“Man is an animal suspended in webs of significance he himself has spun… I take culture to be those webs, and the analysis of it to be therefore not an experimental

i i h f l b tg g ,behavior, customs and religion

• Learn from different perspectives experiences

science in search of law but an interpretative one in search of meaning.”

Our job: uncover and describe the t f i ithi ti lperspectives, experiences,

behavior and values• Mantra: “How interesting!

systems of meaning within a particular culture, decode the symbols in which it is expressed and conveyed, and describe the behaviors and social relationships to which th t f i i i• Imagine you are wrong


these systems of meaning give rise.

Primary Research Steps

• Develop a clear research planTalk Do

p p• Business questions• Design questions• Research questions

• Write field guide and interview questions

• Plan fieldworkPlan fieldwork• Logistics, travel plans

• Define and find participants• Recruiting incentives release forms• Recruiting, incentives, release forms

• Fieldwork!• Document and care for the data• Debrief regularly


Methodologies

• In-depth individual interviews

Talk Do

p• Buddy interviews• Observations• Environment and Material Tours• Shadowing

C• Collage, card sorts• Journaling• Experiential immersions• Experiential immersions• Web surveys• Prototype interaction / Concept testingPrototype interaction / Concept testing


Interviewing Tips

It’s not a conversation, but it should feel like it is!

Talk Do

,

• Let the lead-researcher guide the interview• They will give pauses for others to pitch in. Don’t make it an interrogationThey will give pauses for others to pitch in. Don t make it an interrogation• There really are no wrong answers. Don’t ever correct people• Use open-ended, non-assuming questions• Let the conversation meander, but cover topic areas.Let the conversation meander, but cover topic areas.• Know the protocol, and be prepared to abandon it.• Take lots and lots (and lots) of notes, but not on your computers

We’re doing this in a conference room… it’s different in people’s homes.


Interviewing Tips

Other tips!

Talk Do

p

• Mirror their language. Even if it’s wrongGi e ample listening and empath c es• Give ample listening and empathy cues

• Allow quiet pauses, for people to reflect• It’s not about you – don’t talk about yourself

A k h h h h h !• Ask why, why, why, why, why!

Interviewing people about sensitive topics, like money…is different


Documenting

• Generally we’d video and audio record the entire

Talk Do

yinterview, and take as many pictures as possible. That won’t be possible here.

• You will rely on your notes.

• When you do this work in the wild, feeding and caring for your data is a big part of the job. It’s your gold, your reason for being, and it represents the time and energy of the people who participate so generously


Debriefing

• Debriefing immediately is key

Talk Do

g y y• But remember: this is pre-analysis (concrete): keep it

about what you saw, not so much about what you think* • To debrief:

• Describe the person and their situation.• What are their main needs and pain points/?What are their main needs and pain points/?• What was interesting about their behavior and solutions?• What did you learn about your protocol topic areas?

What surprised you? What did not surprise you?• What surprised you? What did not surprise you?• What were memorable quotes or moments from the interview?• * The exception to this rule: What would be the perfect solution for

this person?


Who do we want to talk to?

• A note on recruiting participants. Finding the right people is

Talk Do

g p p g g p pcritical, as the quality of the research relies on it.

• The person must have the right relationship with the brand/product/service you are studying and be good to talk tobrand/product/service you are studying, and be good to talk to.

• There are four key steps to great recruiting• Establish relevant criteria• Write a screener• Find a recruiting partner/develop a recruiting strategy• Establish a rapport

• Other things to keep in mind• Consider their relationship to p/b/s: user, hater, former user, aspirant• Consider which users group(s) you want to talk toConsider which users group(s) you want to talk to• Demographic representation, sample size


Our People

• How we found our people: Craig’s List!

Talk Do

• Who are they?• Alan Retired, worked at UCLA Medical Center. Doesn’t bank after

finding himself the victim of identity theft. • Susan Unemployed, has experienced difficulties and moved from

Missouri. Having a bank account is too stressful and hard to control. And now, she find, unnecessary.

• Antonio Student works at the Zoo Doesn’t trust banks and resists• Antonio Student, works at the Zoo. Doesn t trust banks and resists joining one.

• Carla Student. Doesn’t trust banks and feels robbed by them because of fees.

• Ozzy Machine operator. Thinks banks engage in unfair practices.• Renee Unemployed, worked at social services. Had overdrafts at last

bank, doesn’t think she can get an account now. • LaFonda Seasonal Customer Service worker. Uses a bank only a

few months of the year; otherwise unnecessary. 6/17/2012 Cooperative Trust | Crash the ACUC 36

Writing our Interview Guide

• Think ahead to analysis!

Talk Do

y• Craft your interview around these key areas:

• Personal Journey with Financial Institutions• Current money management processes and behaviors• Pain points and struggles• Vision for the future

• Include an intro telling people what to expect• Add some questions at the end about credit unions, if you

ld lik !would like!

CRASHER REFRAME: The problem is getting the underserved/banked in better financial condition. I say this instead of “get the underserved/banked a banking relationship”6/17/2012 Cooperative Trust | Crash the ACUC 37

Talk to the people!

• Remember: they are

Talk Do

ythe experts, you are 100% ignorant when it comes to theit comes to the experiences of the people who walk in this room. This is all about them.

• Don’t think ahead BeDon t think ahead. Be in the moment.

• Attention and respect!


Talk to the people!

Those who are reassigned - go to your new teams!

Talk Do

g g y15 minutes getting settled (11:45 – Noon)45 minutes interviewing (Noon – 12:45)10 15 i t d b i fi / t (12 45 1 00)10 – 15 minutes debriefing w/ team (12:45 – 1:00)Capture your thoughts on Post-it Notes

• Describe the person and their situation.• What are their main needs and pain points?• What was interesting about their behavior and solutions?

Wh t did l b t t l t i ?• What did you learn about your protocol topic areas?• What surprised you? What did not surprise you?• What were memorable quotes or moments?q• What would be a perfect solution for this person?


l i d th ianalysis and synthesisWh t d i t iti ?What are design opportunities?

Analysis

• Now it’s time to dig in and

Talk Do

gallow ourselves to move into the abstractThi f t k t

PATTERNSFRAMEWORKS


• This fact makes teams crazy: there are countless ways to analyze qualitative research data, and none of them are right or wrongor wrong

• Some outcomes: themes, need statements,

DATAOBSERVATIONS

IDEASSOLUTIONS

motivations and barriers, frameworks


What to do: Post-it Analysis

• Sometimes called affinity

Talk Do

ymapping

• Write down your observations on Post-its (you’ve started this!)on Post its (you ve started this!)

• Put them up on a board• Move them around

T lk b t th• Talk about them• Cluster them into categories of

like or similar things


What to do: Other kinds of analysis

A robust analysis phase includes a look at the data from

Talk Do

y pmany angles, some collaborative, some heads-down.

• Video analysis• Transcript analysis

Keyword analysis• Keyword analysis


Outcomes: Themes

• Themes are clusters of observations and findings that the

Talk Do

gteam feels are important coming out of the research. They must be three things

• True: everyone on research agrees it’s true and relevant• True: everyone on research agrees it s true and relevant• Descriptive: including a title and a short description• Suggestive: reframing or creating a new way of looking at the

bl l tiproblem or solutions

Examples of ThemesJARGON: Laptop owners don’t understand the terminology of the features used to sell and market the products.INTEROPERABILITY: Everyone experiences the same types of content across the man de ices the o n share and co o nthe many devices they own, share and co-own.


Outcomes: Need Statements

• Really thinking about needs can point to fruitful

Talk Do

y g popportunities for innovative solutions.

• Need statements look something like this:__________ need ___________ so/because__________

Examples of Need Statements• Non-tech savvy people purchasing laptops need to understand the technology on their

own terms because it looks like Greek to them.• Nurses on surgical floors need ways to carry numerous irregularly shaped objects

because they are hustling between rooms & can’t carry everything at once.• Jack and Jill need ways to transport water down the hill so they can avoid further injury

to crowns or tumbling downsto crowns or tumbling downs.


Outcomes: Motivations & Barriers

• Beyond just looking at needs, it’s helpful for us to understand

Talk Do

what motivates people to act, or prevents them from making certain choices.

• Break it down by making lists to understand levers and influence

• What motivates people to go to traditional financial institutions? To go to alternative financial institutions? Wh t t l f i t lt ti fi i l i tit ti ?• What prevents people from going to alternative financial institutions? From going to traditional financial institutions?

• What choices are made along the way as people manage their money and what is motivating them or preventing them from makingmoney and what is motivating them or preventing them from making alternative choices?

• Turn up your empathy meter to answer these from their point of p y p y pview, not inserting your own judgment or assumptions.


Bonus Outcomes: Frameworks

• Frameworks are conceptual structures that describe and

Talk Do

psolve complex issues. They’re ways of looking at data. They must be three things:

• Accurate: must stand up to criticism (the team should do this)• Accurate: must stand up to criticism (the team should do this)• Clarifying: results in an aha!• Actionable: suggesting insight that we can work with

EXAMPLES OF FRAMEWORKSProcess or experience maps• Process or experience maps

• Typologies• Taxonomies• Process diagrams


Synthesis

• Synthesis is the

Talk Do

yprocess of creating something new to the world pointing toward

PATTERNSFRAMEWORKS


world, pointing toward solutions, but firmly rooted in analysis.

• Moving away from the abstract (ideas, making sense of the world)sense of the world), more into the concrete (actions, impact on the

ld)

DATAOBSERVATIONS

IDEASSOLUTIONS

world)


Opportunities

• Once you have some themes and understand needs &

Talk Do

ymotivations, and have challenged your thinking with frameworks, think about opportunities.

C t t h l (d thi ) bCreate ways to help ____ (do something) ____ by _____

Examples of Opportunity StatementsExamples of Opportunity Statements• Create ways to help homeless people get food by partnering with local

businesses. • Create ways to help nurses on surgical floors ease carrying objects byCreate ways to help nurses on surgical floors ease carrying objects by

providing flexible storage and transport.• Create ways to ease the exchange of goods on Jack and Jill’s neighborhood

hill through mechanical means.


The Design Thinking Roller-coaster

The highs, the lows, the ups, the downs.

Talk Do

g , , p ,


Analyze your data

• Go back to your original teams. You should have

Talk Do

y gexperienced (at least) 3 interviews among you.

• Spend 30 minutes doing a Post-It analysis• Tell stories and write stuff down

Define 3 5• Define 3 – 5…• Themes that describe insights coming from your research• Need Statements (______ need _______ so/because______)• Motivations and Barriers


Synthesize opportunities

• Spend 15 minutes writing 3 opportunity statements

Talk Do

p g pp y

Create ways to help _______ do _______ by ___________

• Create ways to help homeless people get food by partnering with local businesses.

• Create ways to help nurses on surgical floors ease carrying objects by providing flexible storage and transport.

• Create ways to ease the exchange of goods on Jack and Jill’s neighborhood hill through mechanical means


id tiideationWh t i ht d i ?What might we design?

Ideation

• Commonly known as

Talk Do

y“the fun part”

• Everything done in h l i d

PATTERNSFRAMEWORKS


research, analysis and synthesis has been building up to this

• Make it real!

DATAOBSERVATIONS

IDEASSOLUTIONS


How to (and not to) Brainstorm

• Defer judgment

Talk Do

j g• Encourage wild ideas• Build on each other’s ideas• One conversation at a time• Go for quantity not quality

DRAW! Write up each idea on a piece of paper and name itSHARE! Talk about your ideasSHARE! Talk about your ideas

Who has been in a brainstorming session before?Who has been in a brainstorming session before?


Stuck?

• Think of the worst, most dangerous solution

Talk Do

, g• WW__D?

• Apple – exceptional design• Virgin – sophisticated, hip experience• Disney – themed immersion• Nordstrom – customer service

• Download Oblique Strategies app• Role-play radical experiences• Storyboard out your best idea as a full compelling

experience, mapping every touch-point• Attraction Entry Immersion Exit ExtensionAttraction Entry Immersion Exit Extension


Ideating at different levels

• Think of your underlying ideation strategy. Challenge it.

Talk Do

y y g gy g• Imagine you’re ideating new envelopes. Your strategy is to create

a better version of what exists today. You’ve got a lot of novel ideas for designs. Now imagine that your strategy is to eliminate g g y gythe need for what exists today.

• Imagine that your goal is to completely eliminate banking from people’s lives rather than to introduce them to credit unions. p p


Our Opportunities

• 20 Minutes – let’s share our opportunities with the group

Talk Do

pp g pand select which ones we want to pursue!


Ideation Process

• Pick an opportunity! Ideate within it for 20 minutes

Talk Do

pp y(generating MANY ideas)

• Spend 10 minutes as a team deciding on the one or two BEST idBEST ideas

• Pick another! Ideate within it for 20 minutes (generating• Pick another! Ideate within it for 20 minutes (generating MANY ideas)

• Spend 10 minutes as a team deciding on the one or two BEST ideas


d i i kidecision-makingWh t ill d i ?What will we design?

Decision-making process

Frame the decision. What is our desired outcome?

Talk Do

Identify criteria. How will we judge the ideas? Pick 3.• Meets user needs• Convenient/easy to use for consumers• Has business potentialHas business potential• Relative ease of implementation• Impact on CU movement

New to the world• New to the world• Interesting use of technology• Replaces predatory solution• Etc.

Decision Process

Put a colored dot on the concept for our top criteria…

Talk Do

p p

1: Red Dot2: Yellow Dot3: Green Dot

G4: Googley Woogley eyes – Wow Factor!

Decision 2012

Each team presents the two BEST ideas that came out

Talk Do

Each team presents the two BEST ideas that came out of their brainstorming

Voting and discussion of the TWO ideas that are worth considering and pursuing

Discuss how the rest of the week will use the above process and techniques to further these two ideas alongprocess and techniques to further these two ideas along through more focused research, analysis and ideation Concept Testing tips and techniques p g p q

th k !thank [email protected]

@[email protected]

Crash the ACUC - Design thinking Workshop 17June2012

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