Design Thinking Potential for State Departments of ...onlinepubs.trb.org/onlinepubs/webinars/190912.pdf · Design Thinking Potential for State Departments of Transportation Thursday,

Design Thinking Potential for State Departments of Transportation

Thursday, September 12, 20192:00-3:30 PM ET

TRANSPORTATION RESEARCH BOARD

The Transportation Research Board has met the standards and

requirements of the Registered Continuing Education Providers Program.

Credit earned on completion of this program will be reported to RCEP. A

certificate of completion will be issued to participants that have registered

and attended the entire session. As such, it does not include content that

may be deemed or construed to be an approval or endorsement by RCEP.

Purpose

Provide an overview of Design Thinking, an approach based on creating human-centered products, services, and processes, and explain how this approach applies to government agencies

Learning ObjectivesAt the end of this webinar, you will be able to:• Describe Design Thinking concepts• Describe Idea Thinking implementation examples

DESIGN THINKING FORUSE IN DOTSWebinarSeptember 2019

AGENDA Why Design-Thinking in DOT’s? What is Human-Centered Design Thinking? Use Cases Resources Questions

WHY HUMAN-CENTERED DESIGN THINKING?

Mindsets

Employee Engagement

Customer Focus

Outcomes

Targeted Improvement

WHAT DID YOU THINK WHEN YOU FIRST HEARD YOUWERE GOING TO DO A DESIGN THINKING PROJECT?

D.J. Price – Trans Tech• “Holy Crap” –• Engineering stuff…• totally the opposite of what I was thinking.

Bud Converse – Traffic Services Mgr• No idea what they were talking about• I had my doubts when I heard about it

HOW DID EMPATHY AFFECT EITHER YOUR PROJECT ORYOUR PERSONAL APPROACH TO WORK?

Roy Hill – Operations Engineer• Take it all in before reacting• Hard for me• I used to jump right in with a solution but it may not have been the right or best solution

Junior Williams - Engineer• Changed our course – took us in a different path• Game Changer

Mark Porter – Business Operations Manager• Most important part of the process

WHAT STOOD OUT FOR YOU THE MOST IN YOUR DESIGNTHINKING EXPERIENCE?

Darin Stewart, Project Solutions Leader• The ideas were less compartmentalized• Revitalizing something we had and taking it to the next step

Bill Kotowski – Hwy Safety Program• Trust the Process• We thought we knew what we wanted• How to get there was the question• Broke down barriers

Brent Brumfield – GIS Analyst• Collaboration with different employees with different backgrounds

Nancy Casperson – Port of Entry Supervisor• Until you hear their voice• And Understand where they are coming from• You will never find a good solution

WHY HUMAN-CENTERED DESIGN THINKING?

Mindsets

Employee Engagement

Customer Focus

Outcomes

Targeted Improvement

WHAT IS DESIGN THINKING

Process to approach problem solving

• Creates options that had not existed before• Focuses on needs of user, understanding context

and culture - EMPATHY• Clearly DEFINE with empathy and data• IDEATE without constraint of existing solutions• Learn by doing – PROTOTYPE and TEST,

iteratively and rapidly

Better Solutions

Faster

• Methodology & unifying language

• Multi-disciplinary Collaboration

DESIGN THINKING ROAD MAP

• Observe• Engage• Immerse

Empathize

• Unpack• Synthesize

Define• User Point of

View• Brainstorm

Ideate

• For Empathy• To Test• To Decide

Prototype• Feedback• Iteration•

Test



Empathize



View• Brainstorm

Ideate



Test

“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou

1 Scope the Opportunity

2 Initial State

3 Target State

4 Gap Analysis

5 Possible Solutions

6 Rapid Experiments

7 Complete Implementation

8 Evaluate Implementation

9 Insight

___________________ Improvement ProjectSponsor: ________________Person(s) working on this: ____________________________________________________

Date started: _____________Current date ______________

Chartering is a great place to start building empathy!


2 Initial State

3 Target State

4 Gap Analysis


6 Rapid Experiments



9 Insight



Scope the opportunity with “who is impacted” in mind (Persona exercise)!

BUILD IN PEOPLE IMPACTED INTO YOUR CHARTER

1. Scope the Opportunity - Understand the human elements of the problem and define the problem to be solved

Empathize• Every problem has a human element. • You need to understand and document user stories and real life descriptions of the user

experience and customer feedback. The following questions should be asked of the customers involved (internal and external) in order for the project team to gain empathyfor the problem you are trying to solve:

• Describe your experience with this process.• Why do you think this is a problem worth solving?

• Document direct quotes, add links to videos/pictures, etc..>• Use the persona exercise

https://drive.google.com/file/d/1ufywnH7WKd58Dz0wvl_A7P0dtuHRnckE/view?usp=sharing

The people who face the problem every day hold the key to the answer.

TIP 1: BUILD EMPATHY, THE PERSONA EXERCISE

Who are they?

How would they like to be

treated?

How will they feel?

TIP 1: PERSONA EXERCISE

1. Who are we empathizing

with?


2. What do they need to

do?


3. What do they see?


4. What do they say?


5. What do they do?


6. What do they hear?


7. What do they think and

feel?


2 Initial State

3 Target State

4 Gap Analysis


6 Rapid Experiments



9 Insight



Chartering, at the Scoping, is a great place to start building empathy!

“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou

BUILDING “PEOPLE” INTO YOUR TRAINING AND DEVELOPMENT, PARTICULARLY FOR MANAGERS (COACHES)

“Many changes fail in organizations because they do not appreciate and manage the people side of change”


“If a team only focuses on developing the “right answer”, they may ignore the people side of change, and end up installing a change that delivers no benefit.”


www.codot.gov/business/process-improvement/self-service/resources/some-tips



Empathize



View• Brainstorm

Ideate



Test

IDEATE MODE

generate radical design alternatives

mode of “flaring” rather than “focus”

transition from identifying problems into exploring solutions

WHAT WHY

Generating Ideas

Evaluating Ideas

IDEATEREFRAME: WHAT’S YOUR UNIQUE PERSPECTIVE? What is the team’s Human Centered Viewpoint?

What are your insights?

IDEATEBRAINSTORMING PROMPTS

How Might We…? Amp up the good Remove the bad Explore the opposite Question an assumption Go after adjectives ID unexpected resources Create an analogy from need or context Play against the challenge Change a status quo Break POV into pieces

IDEATEBRAINSTORM SELECT

Don’t narrow too fast Don’t immediately worry about feasibility Hang on to the ideas about which the group⚫Excited⚫Amused⚫Intrigued.

An idea that is not plausible may still have an aspect that is useful and meaningful.



Empathize



View• Brainstorm

Ideate



Test

WHAT IS THE PROTOTYPE MODE

Get Ideas OUT of your head and into the physical world ANYTHING that takes physical form Most Successful when you can interact with them.

WHY PROTOTYPE?

Empathy Gaining Exploration Testing Inspiration

Learn Solve Disagreements Start a Conversation Fail Quickly and Cheaply Manage the solution-building

process

Reasons to Prototype The Goal of Prototyping

PROTOTYPE TO TEST

What are you trying to learn? Create low-resolution

objects/scenarios Focus on creating experiences

for users to react to Consider context and testing

scenario you will create to get meaningful feedback.

Start Building Don’t spend too long on one

prototype Build with the user in mind ID a variable

How To Tips

PROTOTYPING AT EVENTS

TESTING

To refine your solution To refine your understanding

of the people for whom you are designing

To get feedback To gain more empathy

Prototype Context and Scenario How you interact with the

user How you observe and capture

and consider the feedback

Why Test with Users? Aspects to Consider

TESTINGHOW TO TEST WITH USERS

Hosts Players Observers

Let your user experience the prototype

Have them talk through their experience

Actively observe Follow up with questions

Roles Procedure

PROTOTYPING AT EVENTS

TESTINGFEEDBACK CAPTURE GRID

USE CASES IN DOT’S

ONE STONE HIGH SCHOOLCLUTCH

WHEN YOU’RE FACED WITH THECHOICE TO TEXT AND DRIVE, WHAT

DO YOU DO?

UNDERSTAND AND EMPATHIZE

DEFINE

IDEATE

PROTOTYPE AND TEST

about:blank

IMPLEMENTATION

REFLECTION

IDAHO TRANSPORTATION DEPARTMENT3 Use Cases

ITD PLAN TO CREATE AN INNOVATIVE CULTURE

Create Vision

Establish Framework

Set Goals

Engage People

Measure and Celebrate

CONTINUOUS IMPROVEMENT LANDSCAPE ATITD

Strategic Planning

When we need direction toward goals/change and

have choices to make

Vision &

Mission

Objective

Setting

Action Planni

ng

Metrics &

Performance Management

Design Thinking

When we need to DESIGN with a person in mind

CENTERED AROUND A HUMAN EXPERIENCE

Empathize Define Ideate Protot

ype Test

Problem Solving

Gap between Current and Goal – Process Oriented

CENTERED AROUND A PROCESS

Define Investigate

Verify Countermeasures

Ensure Sustainment

3 USE CASES

Employee Safety Recognition

Innovate ITD! Employee Recognition

SHIFT Engaged Driving

https://www.youtube.com/watch?v=k1WyRW1yYcs&feature=youtu.be

THE RESULTS……SO FAR…….

https://itd.idaho.gov/itd/?target=innovation

https://itd.idaho.gov/itd/?target=innovation

UTAH DEPARTMENT OF TRANSPORTATION2 Use Cases

MORE THAN JUST EVENTS.

RESOURCES

RESOURCES

Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results; Roger Connors and Tom Smith

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration; Ed Catmull and Amy Wallace

The Goal: A Process of Ongoing Improvement; Eliyahu M. Goldratt and Jeff Cox

Leadership and Self-Deception: Getting Out of the Box; The Arbinger Institute

Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead; John Shook and Jim Womack

Start with Why: How Great Leaders Inspire Everyone to Take Action; Simon Sinek

The Tipping Point: How Little Things Can Make a Big Difference; Malcolm Gladwell

The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer; Jeffrey K. Liker

Where Good Ideas Come From: The Natural History of Innovation; Steven Johnson

Change Management: The People Side of Change; Hyatt, Creasy

60 Minutes IDEO Shopping Cart; https://www.youtube.com/watch?v=M66ZU2PCIcM

Lean Interchange hosted by CDOT (compiles resources from every state DOT Lean Transportation Forum member)

Stanford D School (free design thinking training, videos, and tools)

Lean Enterprise Institute (free lean resources)

Books Videos & Web Resources

https://www.youtube.com/watch?v=M66ZU2PCIcM

QUESTIONS?

Today’s Participants• Charlene McArthur, Idaho Department of Transportation,

[email protected]

• Patrick Cowley, Utah Department of Transportation, [email protected]

• Gary Vansuch, Colorado Department of Transportation, [email protected]

• Michael Nesbitt, Federal Highway Administration, [email protected]

mailto:[email protected]




Panelists Presentations

http://onlinepubs.trb.org/onlinepubs/webinars/190912.pdf

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http://onlinepubs.trb.org/onlinepubs/webinars/190912.pdf

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Design Thinking Potential for State Departments of ...onlinepubs.trb.org/onlinepubs/webinars/190912.pdf · Design Thinking Potential for State Departments of Transportation Thursday,

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