What problem do we want to solve?

How might we increase employee productivity through incident reduction to reduce costs for the company?

Outcomes

By applying the JTBD methodology, we ensured our prototypes were grounded in real user needs, creating effective and practical solutions. This focus on specific tasks users wanted to accomplish paved the way for successful implementation and higher user satisfaction in the final product.

Problem Framing: First Phase of the Design Thinking Workshop

In the first phase of my Design Thinking workshop, I focused on Problem Framing, essential for establishing a clear understanding of the challenge we aimed to tackle.

To kick things off, I facilitated a collaborative discussion where participants shared their initial thoughts and perspectives about the problem. This open dialogue helped us gather diverse insights and set the stage for a more in-depth exploration.

We began by engaging in an empathy mapping exercise. I encouraged everyone to think from the user's perspective, identifying their needs, pain points, and experiences. This exercise not only helped us connect with the users but also illuminated the various dimensions of the problem.

Next, I introduced the "How Might We" technique, which transformed our challenges into actionable questions. This approach enabled the team to reframe the problems positively and creatively, guiding us toward potential solutions rather than getting bogged down by the issues.

As we synthesized our findings, we crafted a clear and concise problem statement that encapsulated the essence of our challenge. This statement served as our guiding framework, ensuring everyone was aligned and focused as we moved forward in the workshop.

Finally, we established specific goals and criteria for success, which will help us evaluate potential solutions in the later stages of the design process. Throughout this phase, I emphasized the importance of collaboration and diverse perspectives, making sure every voice was heard.

Interviews and Customer Journey Mapping in the Workshop

In my Design Thinking workshop, I incorporated interviews and customer journey mapping to deepen our understanding of user experiences and ensure our solutions were user-centric. Here’s how I facilitated these activities:

Conducting Interviews

To begin, I organized a series of interviews with employees, which were integral to gathering qualitative insights. The process unfolded as follows:

• Preparation: I defined the objectives for the interviews and crafted open-ended questions aimed at eliciting detailed responses. This ensured that participants could share their thoughts and experiences freely.

• Engagement: During the workshop, I created a welcoming environment where participants felt comfortable discussing their perspectives. I conducted one-on-one interviews, actively listening and probing deeper into their responses to uncover valuable insights about their needs, challenges, and expectations.

• Analysis: After the interviews, I facilitated a group discussion to analyze the findings. Together, we identified common themes and patterns, which helped us understand user behaviors and pain points more clearly.

Customer Journey Mapping

Following the interviews, we moved on to customer journey mapping, which visually represented the user experience. The mapping process included the following steps:

• Identifying Touchpoints: I guided the participants in outlining the various touchpoints users encounter when interacting with our product or service. This spanned from initial awareness to post-purchase experiences.

• Mapping Emotions: For each touchpoint, we assessed the emotional responses of users. Participants contributed their insights on where users felt satisfied and where they faced challenges or frustrations.

• Highlighting Opportunities: As we analyzed the journey together, we identified key opportunities for improvement. This involved brainstorming ideas to streamline processes, enhance communication, and provide better support for users.

Outcomes

By integrating interviews and customer journey mapping into the workshop, we gained a comprehensive understanding of user experiences. This approach not only informed our design decisions but also fostered a collaborative environment where every participant contributed valuable insights. The result was a set of design solutions that were not only innovative but also deeply rooted in real user needs and experiences, ultimately paving the way for more effective outcomes.

Ideation Phase: Brain Writing and Brainstorming Through Association in an Online Workshop

In the ideation phase of my online Design Thinking workshop, I utilized two engaging techniques: Brain Writing and Brainstorming Through Association. These methods effectively fostered creativity and collaboration among participants in a virtual environment, allowing us to generate a diverse range of ideas and solutions.

Idea Clustering and Voting

Following the ideation phase, we transitioned into Idea Clustering and Voting to refine our generated concepts and prioritise the most promising solutions. This step was essential for ensuring that our efforts were focused on ideas with the highest potential impact.

Prototyping Phase: Utilizing the Jobs to Be Done Methodology

In the prototyping phase of my Design Thinking workshop, I implemented the Jobs to Be Done (JTBD) methodology to ensure our prototypes effectively addressed user needs. This approach centers on understanding the specific tasks users aim to accomplish, allowing us to create targeted solutions.

Identifying User Jobs

We began by developing clear job statements that articulated the core tasks users wanted to achieve. Participants created user scenarios to contextualize these jobs, helping everyone empathize with users and their motivations.

Rapid Prototyping

With a solid understanding of user jobs, we moved to rapid prototyping:

• Low-Fidelity Prototypes: Teams created simple prototypes using paper, sketches, or digital mockups, focusing on speed and iteration to explore multiple ideas.

• Feedback Sessions: Participants presented their prototypes and gathered peer feedback, allowing for real-time refinements based on user insights.

Validating Solutions

To validate our prototypes, we conducted user testing sessions:

• User Interaction: Participants tested the prototypes with users to observe how well they addressed the identified jobs.

• Iterative Refinement: Based on feedback, we refined our solutions to better meet user needs.

Conclusion

The Design Thinking workshop proved to be a valuable experience in fostering collaboration, creativity, and user-centric problem-solving. Through each phase—Problem Framing, Ideation, Prototyping, and testing—we engaged participants in methodologies that prioritized user needs and insights.

By utilizing techniques like Brain Writing, Brainstorming Through Association, Idea Clustering, and the Jobs to Be Done framework, we successfully generated a diverse array of ideas and developed prototypes that addressed real user challenges. The emphasis on collaboration and feedback allowed us to iterate quickly and refine our solutions, ensuring they were both innovative and practical.

Ultimately, this workshop not only equipped participants with valuable skills in Design Thinking but also created a foundation for future projects focused on delivering meaningful and impactful user experiences. The insights gained and connections made during this workshop will undoubtedly contribute to more successful and empathetic design outcomes moving forward.

Skills: Strong Communication, Problem-Solving, Group Dynamics Management, Facilitation Techniques, Design Thinking Principles; UX deliverables.