Design Thinking For Social Change

How to use design thinking for
Social Innovation Projects
The Human Centered Design Toolkit

Developed by IDEO
Guadalupe de la Mata
www.innova@onforsocialchange.org
Do you want to?
Bring innova*on to the base of the pyramid?
Enter a new region?
Adapt a technology to your region?
Understand the needs of cons*tuents be=er?
Find new methods for monitoring and evalua*on?

2
Human Centered Design
Human-‐Centered Through 3
Solu@ons include
Design (HCD) lenses:
•  is a process and •  Products, •  Desirability
a set of •  Services, •  Feasibility
techniques •  Environments, •  Viability lenses.
used to create
•  Organiza@ons,
new solu@ons
for the world. •  Modes of
interac@on.

3
3 lenses
What do people desire?
The process begins by examining
the needs, dreams & behaviors
of the people we want to
affect with our solu@ons.
We seek to listen to and Desirability
understand what they want.

Feasibility Viability
What is technically

What can be financially viable?
and organiza@onally feasible?
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The process
The process will move
The process
your team
• starts with a specific • from concrete
Design Challenge and observa@ons about
• goes through three main people,
phases: • to abstract thinking as
• Hear, you uncover insights and
• Create, and themes,
• Deliver. •  then back to the
concrete with tangible
solu@ons.

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The process
concrete
concrete
observa@ons
tangible
about
solu@ons.
people,
abstract
thinking as
you uncover
insights and
themes,
6
Phases
Hear
Deliver Create

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The process
•  collect stories and inspira@on from people.
•  prepare for and conduct field research.
HEAR
•  work together in a workshop format to translate what you heard from people
into frameworks, opportuni*es, solu*ons, and prototypes.
•  move together from concrete to more abstract thinking in iden@fying themes and
CREATE opportuni@es, and then back to the concrete with solu@ons and prototypes.
•  begin to realize your solu@ons through rapid revenue and cost modeling,
capability assessment, and implementa@on planning.
DELIVER •  this will help you launch new solu@ons into the world.

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The process

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Ge]ng ready
Mul@disciplinary
teams
Finite Dedicated
Timeframes Spaces

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Mul@disciplinary teams
You will have a higher

likelihood to solve complex
problems by inten@onally Different disciplinary and
educa@onal backgrounds,
assembling the right team of
people
you will have a beaer chance of

coming up with unexpected
a core group of 3-‐8 individuals, solu@ons when these people
one of whom is the facilitator
approach problems from
different points of view.

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Dedicated Spaces
Having a separate
project space
allows the team:
to be constantly
able to track the
inspired by immersed in their
progress of the
imagery from the post-‐it notes, and
project.
field,

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Finite Timeframes
Finite Timeframes
Likewise, an innova@on

Many people no@ce that project with a beginning,
they work best with middle, and end is more
deadlines and concrete likely to keep the team
@melines. mo@vated and focused on
moving forward.

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4 poten@al scenarios
Scenario 4:
Scenario 3:
Scenario 1: the Scenario 2: the Complemen@ng
Ac@va@ng
week-‐long Deep several-‐month exis@ng
already-‐exis@ng
Dive Deep Dive long-‐term
knowledge
Ac@vi@es
Scenario 1: the week-‐long Deep Dive

This format is good for early-‐
One week @meline phase learning and for spurring
new thinking. use when you:
•  forces the design team to •  » Need to learn about a new
work quickly to gather and area or challenge quickly.
analyze data, then moves •  » Need to kick-‐start thinking
rapidly to solu@ons, about a long-‐standing
prototypes and plans. intractable problem.
•  long enough to gain good •  » Want to refresh the thinking
understanding, yet short of the staff.
enough to allow to put limited
resources against a challenge.

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Scenario 2: the several-‐month Deep Dive
A longer @me frame, Use when you: Pull out and use:
•  enables a deeper, more •  » Need to design robust •  » All sec@ons of the
nuanced understanding solu@ons because the Toolkit, allowing the
and theoriza@on of a funds for nature of the Challenge
complex challenge or implementa@on are to dictate the
problem. available. appropriate @meframes
•  more loca*ons can be •  » Have the resources to for each Phase.
examined and allocate on thinking
•  more stakeholders in through a mul@-‐faceted
the value chain can challenge.
become par*cipants in •  » Need to engage many
the process. actors in the process,
such as partners, value
chain stakeholders,
funders, etc.

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Scenario 3: Ac@va@ng already-‐exis@ng
knowledge
Ohen organiza@ons have a great deal of research and already-‐exis@ng informa@on
but are unable to translate all that informa@on into ac@onable solu@ons.
In this case, the processes outlined in Create and Deliver can help your team transform
what you know into things you can start doing.

Use when you: Pull out and use:
•  » Have a lot of data and you don’t •  » Create

quite know what to do with it. •  » Deliver
•  » Have been hearing interes@ng
stories from the field staff and want to
see if those stories can yield new
opportuni@es or solu@ons.
•  » Have a robust research methodology
that you like beaer than the one in
this toolkit.

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Scenario 4: Complemen@ng exis@ng
long-‐term Ac@vi@es
Use when you: Pull out and use:
•  » Want a new technique to •  » Any pieces of your

add to your work rou@nes. choosing.
•  » See a method in this toolkit
that you find applicable to
the daily challenges you face.
•  » Can’t set aside the
resources for an HCD project,
but want to infuse the spirit
of Human-‐Centered Design
in your everyday work.

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HEAR Phase: Goals & Outputs & How
Goal Outputs HOW?
•  Designing •  » Peoples’ stories •  We use

meaningful and •  » Observa@ons of methodologies
innova@ve Cons@tuents’ and @ps for
solu@ons that reality engaging people
serve your •  » Deeper in their own
cons@tuents understanding of contexts in order
begins with needs, barriers, & to understand the
understanding constraints issues at a deep
their needs, hopes level.
and aspira@ons
for the future

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HEAR PHASE: 6 steps
1. Iden@fy the
design
challenge
2. Iden@fy
6. Develop
exis@ng
your mindset
knowledge
5. Design an 3. Iden@fy

inteview people to talk
approach to
4. Choose
research
method

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CREATE PHASE
To move from research to real-‐world solu@ons
•  you will go through a process of synthesis and interpreta@on.

•  narrowing and culling informa@on and
•  transla@ng insights about the reality of today into a set of opportuni@es for
the future.
•  the concrete needs of individuals are transformed into high-‐level insights
about the larger popula@on and system frameworks that the team creates.
•  the team will shih into a genera@ve mindset to brainstorm hundreds of
solu@ons and rapidly make a few of them tangible through prototyping.
•  During this phase, solu@ons are created with only the customer Desirability
filter in mind.

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Create Phase: Goals
Crea@ng solu@ons
Making sense of data
Iden@fying paaerns
Defining opportuni@es

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Create phase: 4 key ac@vi@es

Synthesis
Brainstorming
Prototyping
Feedback

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Create phase: 7 STEPS
STEP 1:
develop the
approach
STEP 7: Gather STEP 2: share

feedback stories
STEP 3:
STEP 6: Make Iden@fy
ideas real
paaerns
STEP 5: STEP 4: Create

Brainstorm opportunity
new solu@ons areas

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DELIVER
Hear
Deliver Create
DELIVER PHASE
•  Once the design team has created many

desirable solu@ons, it is @me to consider how to
make these feasible and viable.
•  The Deliver phase will move your top ideas
toward implementa@on.
•  The ac@vi@es offered here are meant to
complement your organiza@on’s exis@ng
implementa@on processes and may prompt
adapta@ons to the way solu@ons are typically
rolled out.
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Deliver Phase
Your team will:
Iden@fy Create a model DEVELOP an

Plan pilots &
required for financial innova@on
measure Impact
capabili@es sustainability pipeline

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Deliver Phase
OBJECTIVE:
build the capabili@es and

financial models that will
create a plan for on-‐going
ensure that the solu@ons are
learning and itera@on.
implemented well and can be
sustained over the long term.
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Deliver Phase: 6 steps
1: Sustainable
revenue model
2: Iden*fy
6: Create a Capabili*es
learning Plan
required
5: Plan mini-‐
pilots & 3: Pipeline of
solu*ons
itera*on
4: Create an
implementa*on
*meline

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The 3 phases in prac@ce

Hear
Deliver Create
The HEAR PHASE

Hear
Deliver Create
HEAR
•  Designing meaningful and innova@ve solu@ons that
serve your cons@tuents begins with understanding
their needs, hopes and aspira*ons for the future.
•  Methodologies and @ps for:
–  engaging people in their own contexts in order
–  to understand the issues at a deep level.
•  Hear GOALS
–  » Who to talk to
–  » How to gain empathy
–  » How to cap ture stories

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Output of the HEAR PHASE
Outputs of the Hear

Phase are
Deeper
Observa*ons of understanding of
Peoples’ stories
Cons*tuents’ reality needs, barriers, &
constraints

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Qualita@ve methods
•  What methods do?
–  Qualita@ve methods can uncover deeply held
needs, desires, and aspira@ons.
–  It is par@cularly useful in early-‐stage research to
test assump@ons about the world, and when we
cannot assume that the researchers already know
the en@re universe of possible answers, beliefs,
and ideas of the par@cipants.
–  Qualita@ve methods can help unveil people’s
social, poli@cal, economic, and cultural
opportuni@es and barriers in their own words.
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HEAR PHASE
STEP 1:
Iden*fy a
Design
Challenge
STEP 6. STEP 2:

Develop Recognise
your the exis*ng
mindset knowledge
STEP 5. STEP 3.

Develop an Iden*fy
interview people to
approach speak to
STEP 4.
Select
research
method

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STEP 1: Iden@fy a DESIGN CHALLENGE
• The founda@on of HCD is a concise Design

Challenge.
• This challenge will guide the ques@ons you will
ask in the field research and the opportuni@es
and solu@ons you will develop later in the
process.
• A Design Challenge is phrased in a human-‐
centered way with a sense of possibility. For
example: “Create savings and investment
products that are appropriate for people living in
rural areas.”

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STEP 2. Recognise the exis*ng knowledge
•  Conduc@ng a “What Do We Know?” session helps call

forth exis@ng knowledge related to the Design
Challenge.
•  Once documented, you can freely focus on
discovering what you don’t yet know.

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STEP 3. Iden*fy people to speak to
• Recrui@ng appropriate and inspira@onal

par@cipants is cri@cal. Aaen@on to gender,
ethnicity, and class balance is crucial for
research.
• For research meant to inspire new
opportuni@es, it is useful to find people who
represent “extremes.”
• Including this full range will be important in
the later phases, especially in construc@ng
good frameworks and providing inspira@on
for brainstorming.
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STEP 4. Select research method
•  Design research is useful to not only understand individuals

but also frame individual behaviors in the context and
community that surrounds them.
•  Therefore, it will be important to employ many methods of
research.
•  Five methods described here are:
•  » Individual Interview
•  » Group Interview
•  » In Context Immersion
•  » Self-‐Documenta@on
•  » Community-‐Driven Discovery
•  » Expert Interviews
•  » Seeking Inspira@on
•  in New Places

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STEP 5: Interviewing is an art that balances the
dual needs of:
•  ge]ng relevant informa@on from the customer and
•  engaging with them as a curious and empathe@c
friend.
•  Inten@onally developing your strategy for
interviewing is key to managing this balance.
•  3 interview methods:
Sacrificial
Concepts
Interview Interview
Guide Techniques
Three
interview
methods

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6. Develop your mindset
• It is ohen difficult, but very important, for

experts and professionals to put aside
what they know when they conduct
research.
• Keeping an open mind takes prac@ce. The
three exercises here can provide you with
this prac@ce before you go into the field:
• » Beginner’s Mind
• » Observe vs. Interpret
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CREATE PHASE
Hear
Deliver Create
CREATE GOALS
•  To move from research to real-‐world solu@ons, you will go through
a process of synthesis and interpreta@on.
•  This requires a mode of narrowing and culling informa@on and
transla@ng insights about the reality of today into a set of
opportuni@es for the future.
•  This is the most abstract part of the process, when the concrete
needs of individuals are transformed into high-‐level insights about
the larger popula@on and system frameworks that the team
creates.
•  With defined opportuni@es, the team will shih into a genera@ve
mindset to brainstorm hundreds of solu@ons and rapidly make a
few of them tangible through prototyping. During this phase,
solu@ons are created with only the customer Desirability filter in
mind.

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CREAT PHASE: GOALS
Goals of the

Create Phase:
Making sense Iden*fying Defining Crea*ng

of data pa=erns opportuni*es solu*ons

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CREATE OUTPUTS
At the end of

the Create •  Opportuni*es
phase, the •  Solu*ons
team will have •  Prototypes
generated :

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CREATE PHASE: Ac@vi@es
synthesis brainstorming prototyping feedback

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SYNTHESIS
is about making sense takes us from enables us to establish
of what we’ve seen inspira*on to ideas, a new perspec@ve and
and heard during the from stories to iden@fy opportuni@es
observa@ons. strategic direc*ons. for innova@on.
(By aggrega@ng,
edi@ng and
condensing what
we’ve learned)
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BRAINSTORMING
It may require genera@ng

Generate truly
Makes us think 100 ideas (many of which
imprac@cal solu@ons to
expansively and without are mediocre) in order to
spark ideas that are
constraints. come up with three truly
relevant and reasonable.
inspira@onal solu@ons.

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PROTOTYPING
Proven technique for

Methodology for making quickly learning how to
solu@ons tangible in a design an offering right
rapid and low-‐investment and for accelera@ng the
way. process of rolling out
solu@ons

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FEEDBACK
inspires further
It brings the
Create different itera*ons to make
cons@tuents directly
prototypes of your solu*ons more
back into the design
product: compelling for
process.
cons*tuents.
prevents the team

enables people to give from ge]ng aaached
honest feedback to an idea
prematurely.

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CREATE PHASE: THE STEPS
1. DEVELOP THE
APPROACH
7: SOLLICIT 2. SHARE

FEEDBACK STORIES
6. MAKE IDEAS 3.IDENTIFY

REAL PATTERNS
4. CREATE
5: BRAINSTORM OPPORTUNITY
NEW SOLUTIONS
AREAS

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STEP 1. DEVELOP THE APPROACH
•  Crea@on is about developing deeper
understanding and transla@ng that
understanding into new innova@ons.
•  There are many ways to do this, but the two
most common are:
–  par@cipatory approaches and
–  empathic approaches.

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A. Method: Par@cipatory Co-‐Design

Having the team co-‐design solu@ons with people
from the community and local value chain actors to:
•  leverage local knowledge.
•  lead to innova@ons that may be beaer adapted to the context
and be more likely to be adopted, since local people have
invested resources in their crea@on.

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A. Method: Par@cipatory Co-‐Design
Consider using par@cipatory co-‐design when:
• » you need a lot of local exper@se and knowledge

• » solu@ons from the “outside” will not be easily adopted
• » the poli@cs of a community require it

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B. Method: Empathic Design
Crea@ng solu@ons through empathy is a way for the design team to blend their
exper@se with the on-‐the-‐ground needs of people.

Consider using empathic design
Empathic design:
when:
• means deep understanding of the • » the design team has specific
reali@es of the people you are skills required to develop solu@ons
designing for • » the solu@ons you are seeking are
• Means not just to understand the “new to the world”
problem mentally, but also to start • » community poli@cs make it
crea@ng solu@ons from a difficult to select a few individuals
connec@on to deep thoughts and to work with
feelings
• can lead to both appropriate and
more breakthrough solu@ons.

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STEP 2: SHARE STORIES
As a group
One team while the rest It’s best to you should be
member of the team share stories thinking:
should tell the takes notes on soon aher “What does
story of the post-‐its (no research so this new
person(s) they longer than a that details informa@on
met, sentence) are not lost. mean for the
project?”

56
Some @ps on storytelling

Be specific Be descrip*ve Follow
repor*ng rules
• Talk about • Use your • Cover the

what actually physical following
happened. It senses to topics: who,
helps to give texture what, when,
begin stories to your where, why,
with “One descrip@on. and how.
@me…” or
“Aher such
and such
happened…”

57
STEP 2: SHARE STORIES (II)
Story sharing
turns the informa@on that lives

in a team member’s head into
shared knowledge that
can be translated into

opportuni@es and solu@ons.

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STEP 2: SHARE STORIES (III)
Some techniques for effec@ve sharing include:
•  » Gather your notes, photos, and ar@facts prior to

story sharing. If possible, print the photos and
display them on the wall to refer to.
•  » Tell stories person by person, one at a @me.
Group mee@ngs can be told as the story of a
par@cular community.
•  » Split informa@on into small pieces
•  » Use vivid details and descrip@ons.
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STEP 3: IDENTIFY PATTERNS
Making sense of your research is accomplished by
larger rela@onships
seeing the paaerns, themes, and
between the informa@on.
Seeing the paaerns and connec@ons between the data will lead you quickly toward real-‐world solu@ons.
There are several steps listed here to take you through the process for you use selec@vely based on the subject
maaer.
» Extract Key Insights » Find Themes » Create Frameworks

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STEP 4: CREATE OPPORTUNITY AREAS
What i s an opportunity Framing Opportunity
When?
Area? Areas
•  Once you have pulled •  a stepping stone to •  Opportuni@es start with
out the themes and idea genera@on. the phrase “HOW
paaerns from what you •  a rear@cula@on of MIGHT WE...?” to
heard, you can start problems or needs in a suggest a mindset of
crea@ng opportunity genera@ve, future possibility.
areas. facing way.
•  The process of •  is not a solu@on. Rather,
transla@ng insights into it suggests more than
opportuni@es is about one solu@on. It allows
moving from the the team to create
current state to many solu@ons.
envisioning future
possibili@es.
•  Opportuni@es are the
springboard for ideas
and solu@ons.

61
STEP 5: BRAINSTORM
NEW SOLUTIONS
Brainstorming
•  gives permission to think expansively and without any

organiza@onal, opera@onal, or technological constraints.
•  conduc@ng a fruisul brainstorm involves a lot of discipline and
a bit of prepara@on.
•  the prac@ce of genera@ng truly imprac@cal solu@ons ohen
sparks ideas that are relevant and reasonable.
•  It may require genera@ng 100 ideas (many of which are silly or
impossible) in order to come up with those three truly
inspira@onal solu@ons.

62

7 B r a i n s to r m i n g R u l e s

Defer judgment Encourage wild ideas: Build on the ideas of
• It’s the wild ideas that ohen others:
There are no bad ideas create real innova@on. It is • Think in terms of ‘and’
at this point. You can always easy to bring ideas instead of ‘but.’
judge ideas later. down to earth later!
Stay focused on topic: Be visual: one conversa*on at a

• You will get beaer output if • Try to engage the logical and *me:
everyone is disciplined. the crea@ve sides of the •  Allow ideas to be heard and
brain. built upon.
Go for quan*ty:
•  Set a big goal for a nº of
ideas & surpass it! They
should flow quickly.

63
Brainstorming warm-‐up. Exercise
•  Use this ac@vity to get the team in an open-‐minded and energe@c mindset for
brainstorming.
•  Pair up with a partner. Person A will come up with lots of ideas about a poten@al
business he or she wants to start. (Alterna@vely, one could plan an event such as a
family vaca@on and pose ideas of places to go.)
Round 1:
•  Person A comes up with one idea aher another. Person B must say NO to each
idea and give a reason why it wouldn’t work. Do this for 2-‐3 minutes.

Round 2:
•  Now Person B comes up with business or event ideas, one aher another. Person A
must say YES to each idea and build on it to make it bigger. Do this for 2-‐3
minutes.
•  As a group, discuss how these two different experiences felt. The Round 2
experience is the environment the team will want to create for a successful
brainstorm.
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STEP 6. Make Ideas Real
What is Prototyping? Why prototyping?
• is about building to • Prototyping allows you

think. to quickly and cheaply
• This means crea@ng make ideas tangible so
the solu@on so that it they can be tested and
can be communicated evaluated by others -‐
to others and making before you’ve had @me
the idea beaer. to fall in love with
them.

65
STEP 6. Make Ideas Real (II)
Why prototype?
To develop a deeper
understanding of what
To create an internal
an idea means and to
dialogue about how
reveal ques@ons the
team needs to answer.

66
WHAT ARE PROTOTYPES?
BUILD TO THINK ROUGH, RAPID, RIGHT ANSWERING

QUESTIONS
•  Prototypes are •  Prototypes are not • It is essen@al to

disposable tools precious. They know what
used throughout should be built as ques@on a
the concept quickly and cheaply prototype is being
development as possible. used to answer, for
process, both to example about
validate ideas and desirability,
to help generate usefulness,
more ideas. usability, viability,
• Prototypes are a or feasibility.
powerful form of
communica@on and
force us to think in
realis@c terms
about how
someone would
interact with the
concept.

67
TIP: Imagine the Value Proposi@on

For each prototype, answer these ques@ons to start
building the value of the idea:
•  » Who will benefit from this idea? What is the value
to the end customers?
•  » Why and how is this idea beaer than alterna@ve
op@ons?
•  » How much is this benefit worth to them?
•  » How much would they be willing to pay for this
benefit”
•  » How might this payment be collected?

68
STEP 7: SOLICITE FEEDBACK
Aher solu@ons have been

generated…
…it’s @me to take them

back out to par@cipants
to gather feedback.
69
STEP 7: SOLICITE FEEDBACK
How to solicit feedback? Whose feedback to solicit?
•  A great way to get honest feedback •  Speaking to new par@cipants in a
is to take several execu@ons out to different region from where you did
people. your research is a way to explore the
•  When there is only one concept generalizability of a solu@on.
available, people may be reluctant to •  You may choose to speak to a mix of
cri@cize. However, when allowed to both new people and to those you
compare and contrast, people tend have spoken with before.
to speak more honestly. •  Try to include all stakeholders who
would touch the concept; in addi@on
to the end user, include
manufacturers, installers, service
providers, distributors, retailers, etc.

70
Solici@ng Feedback
What ques@ons to pursue?
Keep careful notes of the

For each prototype, iden@fy feedback
3-‐4 ques@ons about
&
desirability
new ques@ons for the team.
71
DELIVERY PHASE
Hear
Deliver Create
DELIVERY PHASE
When? Why? How?
•  Once the design •  The Deliver phase •  The ac@vi@es

team has created will move your top offered here are
many desirable ideas toward meant to
solu@ons, it is implementa@on. complement your
@me to consider organiza@on’s
how to make exis@ng
these feasible and implementa@on
viable. processes and
may prompt
adapta@ons to the
way solu@ons are
typically rolled
out.

73
DELIVERY PHASE
will ensure that the

solu@ons are
implemented well and
build the capabili*es
and financial models
that
Delivering solu@ons
can be sustained over
means you will need
the long term.
to :
to create a plan for
on-‐going learning and
itera*on.

74
DELIVERY PHASE

Delivering solu@ons that are new to the world
involves crea@ng low-‐investment, low-‐cost
ways of trying out your ideas in a real-‐world
context.


75
DELIVERY PHASE
The team can design a handful
of minipilots that precede and
inform the full pilot program
Minipilot
Minipilot 1
2
Mini-‐pilots might engage
actors who are different
Minipilot
from the group of stakeholders
3
for the final implementa@on.

Pilot Programme
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DELIVERY PHASE
itera@ve process
Implementa*on is an

will likely require many
prototypes, mini-‐pilots and
pilots to perfect the solu@on
and support system.

77
DELIVERY PHASE
Pilo@ng an idea before it

goes to market:
helps you iden@fy what it

allows you to understand will take for your
the solu@on beaer organiza@on to deliver that
idea to the community

78
DELIVERY PHASE
•  Every organiza@on is op@mized to achieve what it

currently does.
•  If you want to achieve different outcomes, you
ohen need to do things differently than you know
and do right now—whether it is about finding
new talent, developing new skills, building new
external partnerships, or crea@ng new processes.
•  The Human-‐Centered Design process doesn’t
limit the solu@on by the current constraints of
the organiza@on.
79
DELIVERY PHASE
The process Integrates
The process invites you to design and measurement
work in the belief that: methods in a con@nuous
learning cycle.
•  new things are possible, •  By encouraging on-‐going
and that measurement, evalua@on,
•  you can evolve both the and itera@on, the
solu@ons that you deliver solu@ons developed stay
and the way your grounded in real-‐world
organiza@on is designed, impact and con@nue to
simultaneously evolve.

80
DELIVERY PHASE: STEPS
1. DEVELOP A
SUSTAINABLE
REVENUE MODEL
2. IDENTIFY
CAPABILITIES
6. CREATE A REQUIRED FOR
LEARNING PLAN
DEVIVERING
SOLUTIONS
5. PLAN MINI-‐PILOTS 3. PLAN A “SOLUTION

& ITERATIONS ´S PIPELINE”
4. CREATE A TIMELINE

81
STEP 1. Develop a sustainable
revenue model
•  The long-‐term success of solu@ons depends

upon the inten@onal design of a revenue
stream that can sustain the offering over @me.
•  Let the value provided to the end customer be
your entry point as you design the support
systems around the solu@on.


82
For this Viability Assessment, answer the
following ques@ons for each solu@on
1. Customer Value 3. Stakeholder
2. Revenue sources
Proposi*on incen*ves
• » What is the value • » Is the solu@on a • » How does this
proposi@on for the product, a service or solu@on deliver value
end customer? Refer both? to each stakeholder
back to prototypes • » How much do involved?
and customer customers pay? • » What are the
feedback, • » How do customers stakeholders’
highligh@ng the pay: in cash, in kind, incen@ves to
aspects customers in labor, in other? par@cipate?
found most • What are challenges
important. or disincen@ves?
• » How much is this How might we adapt
worth to the end the solu@on to avoid
customer? these disincen@ves?
83
STEP 2. Iden@fy Capabili@es required for
Delivering solu@ons
The capabili@es of your organiza@on and partners will help inform the feasibility of
solu@ons.
think iden@fy
• about the experience of • the range of capabili@es

the end customer where required for making this
and how the community real.
members or end-‐user • many possible models
will purchase or for delivery that leverage
experience this solu@on. different partners and
channels.

84
To iden@fy the capabili@es required to make each
solu@on feasible, answer the following ques@ons for
each solu@on
1. Distribu*on 2. Capabili*es required 3. Poten*al Partners
• » Where, when, how, and • » What human, • What organiza@ons or
why might the customer manufacturing, financial, individuals have capabili@es
experience this solu@on? and technological that we do not? What is our
• » Which actors and capabili@es are required for rela@onship with them
channels will touch the crea@ng and delivering this currently?
solu@on? solu@on? • How might we reach out to
• » What other channels • » Which of these them and show the value of
could be used to reach capabili@es do we have in engaging with our
customers? our country loca@on? Which organiza@on on this solu@on
• » What is the range of do we have in our
possible ways this solu@on interna@onal loca@on? And
could be delivered? which capabili@es will need
to be found in partners?
• » Would we need to grow
any capabili@es on this list?

85
STEP 3. Plan a Pipeline of solu@ons
To understand how new solu@ons will move and grow your organiza@on map each
solu@on in a MATRIX.

Ask Determine Analyze iden@fy
• whether each • whether the • this • which

solu@on is solu@ons informa@on solu@ons fit
targeted at extend or from the naturally into
your current adapt an context of programs
customer exis@ng offer, your already
group or or create a investment underway
whether it new offer. strategy, within your
expands the mission, organiza@on.
group of priori@es and
customers appe@te for
you serve. risk.

86
STEP 4. Create an implementa@on @meline

Map solu@ons to a
Look at rela@onships
@meline of Take into account
of solu@on
implementa@on,
•  with those in the •  to see whether •  which solu@ons can
Incremental ini@a@ng one be explored within
innova@on solu@on will build the scope of
category early in the rela@onships currently funded
the @meline and and partners programs and
Revolu@onary needed for another which solu@ons
innova@ons further solu@on. suggest the
out. proposal of new
grants.

87
STEP 4. Create an implementa@on
@meline: @ps (II)
Assign an individual Divide each solu@on Challenge the team
• within your • into a series of steps • to do something

organiza@on as a that build toward toward
champion for each implemen@ng the implemen@ng each
solu@on to help final solu@on. solu@on in the next
maintain momentum two weeks. For some
and increase the solu@ons, a pilot can
likelihood of be launched in two
implementa@on. weeks. For others,
two weeks might be
the amount of @me
required for further
study or for the first
steps to connec@ng
with partners.

88
STEP 5. Plan mini-‐Pilots & itera*on

•  For each solu@on in your pipeline,
–  it is important to iden@fy simple, low-‐investment next
steps to keep the ideas alive.
–  One way to keep itera@ng and learning is to plan mini-‐
pilots before large-‐scale pilots or full-‐scale
implementa@on.
•  For each mini-‐pilot, ask three ques*ons:
–  » What resources will I need to test out this idea?
–  » What key ques@ons does this mini-‐pilot need to
answer?
–  » How will we measure the success of this mini-‐pilot?

89
STEP 6. Create a Learning Plan
•  Throughout the design and implementa@on of new solu@ons, it is
important to keep learning.
1.  DESIGN PROCESS:
–  you collected stories that helped develop the understanding to get you to
new ideas.
2.  FIRST PROTOTYPES:
–  you gathered feedback to make those ideas beaer.
3.  IMPLEMENTATION:
–  the team should con@nue to collect stories and gather feedback from users.
–  Stories collected from people in the Hear phase will help the team create a
baseline to track how solu@ons are affec@ng individuals’ lives.
–  Collec@ng on-‐going feedback will help the team iterate on the ideas in order
to make them more effec@ve, more appropriate, and more cost-‐effec@ve.
–  In addi@on to stories and feedback, begin to track indicators and outcomes.
This is possible aher the solu@ons are implemented and are important to
measuring the impact as well as the return on investment of solu@ons.

90
The learning loop
Stories, feedback, indicators, and outcomes are all ways of gathering empirical data in
order to learn. A project in India for clean water storage and transporta@on u@lized all of
these methods to measure the impact poten@al and outcomes of solu@ons.
Stories
•  Assess Needs
• Understand Context
• Develop Baseline • Evaluate Ideas
• Assess Impact • Gain Inspira@on • Priori@ze Solu@ons
• Evaluate ROI
• Create New Baselines
Outcomes Feedback • Iterate Ideas
• Develop Implementa@on
• Iden@fy Next Challenges Plan
• Track Progress
Indicators • Choose Ideas
• Iterate Solu@ons
• Iden@fy Unintended
Guadalupe de la Mata C
onsequences

91
STEP 6. Method: Track Indicators

Indicators help you measure the effects of

your solu@ons
The effects can be

posi@ve or nega@ve, intended or unintended.
92
TYPES OF INDICATORS
Leading
Analogous Awareness
• The impact of solu@ons can • Some@mes it is difficult to • When the goal involves
ohen take some @me to see direct impacts. This is people engaging or
become evident, such as especially true when your adop@ng something new,
months or years. In these design challenge is about the first step is to know
cases, it makes sense to trust or preven@on. whether they are aware of
track leading indicators. • In these cases, try to find an the solu@on or design.
• For example, if your goal is indicator that would • Measuring awareness is a
to increase farmer income, logically lead you to good early indicator to help
a leading indicator would be conclude whether your goal understand how big the
the number of farmers is being met. For example, impact of the solu@on may
growing high-‐value crops on a project to increase be.
this season. trust of healthcare
providers, the team tracked
the number of ques@ons
people asked doctors and
nurses. Since trust is hard to
measure, the team decided
to use the posing of
ques@ons as an analogous
indicator of trust.

93
TYPES OF INDICATORS
Engagement Dynamic Changes
•  Like awareness, measuring the •  When a new solu@on is

number of people who are introduced, it is important to
engaged in a new program is track the changes over @me that
ohen very meaningful. occur within the community,
•  For example, if the goal is to within households, and to the
increase women’s incomes environment.
through a program to export •  These shihs can be completely
local art, the number of women unexpected, and are some@mes
ac@vely seeking out and posi@ve and some@mes
par@cipa@ng in the program is a nega@ve. Its crucial to look out
meaningful indica@on of how for these changes and
much impact the program may unintended consequences early
have on local incomes. on in implementa@on.

94
6. Method: Evaluate Outcomes

•  Measuring outcomes is cri@cal to the learning cycle.
•  Without a good assessment of the impact a solu@on
has made, there is ohen not enough informa@on about
the direc@on or goals for the next round of designs.
•  Assessing outcomes is important for everyone – the
implementer, the funder, the design team, and the
community.
•  Outcome measurement helps people understand
where to best invest their resources. It is an
opportunity to assess and plan for the future.

95
HOLISTIC IMPACT ASSESSMENT
To assess the impact of a solu@on, program, or interven@on, it is important to take
a systemic and holis@c view. Try the following exercise.
Track the effects of a Iterate on the Examine the solu*on’s
MAP the stakeholders
solu*on solu*ons net value.
• Create a complete • to find ways to • Use this exercise as a
list with many actors • write them on the increase the posi*ve way to con@nue
that your solu*on list or map. effects and lessen learning and
might touch – in • Color code the actors nega*ve effects. challenge the team
posi@ve, nega@ve, or that receive benefits to improve on
neutral ways. from the solu@on solu@ons in order to
• A mind map format and those that make the outcomes
• Include stakeholders experience nega@ve more and more
that your team may effects. If possible, posi@ve.
not be focused on, quan@fy the value of
such as: funders, the effects with a
people in the same standardized
community or measurement
adjacent system.
communi@es who are
not receiving direct
benefits,

96

Design Thinking For Social Change

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Design Thinking For Social Change

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How to use design thinking for

Social Innovation Projects

The Human Centered Design Toolkit

Enter a new region?

Adapt a technology to your region?

Understand the needs of cons*tuents be=er?

Find new methods for monitoring and evalua*on?

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What is technically

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You will have a higher

you will have a beaer chance of

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Likewise, an innova@on

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• » Have a lot of data and you don’t • » Create

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Use when you: Pull out and use:

• » Want a new technique to • » Any pieces of your

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Goal Outputs HOW?

• Designing • » Peoples’ stories • We use

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5. Design an 3. Iden@fy

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To move from research to real-­‐world solu@ons

• you will go through a process of synthesis and interpreta@on.

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Making sense of data

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STEP 7: Gather STEP 2: share

STEP 5: STEP 4: Create

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• Once the design team has created many

Your team will:

Iden@fy Create a model DEVELOP an

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build the capabili@es and

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Outputs of the Hear

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STEP 6. STEP 2:

STEP 5. STEP 3.

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• The founda@on of HCD is a concise Design

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• Conduc@ng a “What Do We Know?” session helps call

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• Recrui@ng appropriate and inspira@onal

• Design research is useful to not only understand individuals

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•  » Have a lot of data and you don’t •  » Create

•  » Want a new technique to •  » Any pieces of your

•  Designing •  » Peoples’ stories •  We use

To move from research to real-‐world solu@ons

•  you will go through a process of synthesis and interpreta@on.

•  Once the design team has created many

• The founda@on of HCD is a concise Design

•  Conduc@ng a “What Do We Know?” session helps call

• Recrui@ng appropriate and inspira@onal

•  Design research is useful to not only understand individuals

• It is ohen diﬃcult, but very important, for

Making sense Idenfying Deﬁning Creang

Consider using par@cipatory co-‐design when:

• » you need a lot of local exper@se and knowledge

• Talk about • Use your • Cover the

•  » Gather your notes, photos, and ar@facts prior to

•  gives permission to think expansively and without any

• is about building to • Prototyping allows you

•  Prototypes are •  Prototypes are not • It is essen@al to

•  Once the design •  The Deliver phase •  The ac@vi@es

•  Every organiza@on is op@mized to achieve what it

5. PLAN MINI-‐PILOTS 3. PLAN A “SOLUTION

•  The long-‐term success of solu@ons depends

• about the experience of • the range of capabili@es